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HomeMy WebLinkAboutMINUTES - 05072019 -CALENDAR 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 JOHN GIOIA, CHAIR, 1ST DISTRICT CANDACE ANDERSEN, VICE CHAIR, 2ND DISTRICT DIANE BURGIS, 3RD DISTRICT KAREN MITCHOFF, 4TH DISTRICT FEDERAL D. GLOVER, 5TH 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. AGENDA May 7, 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)) Bassem Banafa v. Contra Costa County et al., United States District Court, Northern District of California Case No. C18-01642 TSH 1. Doug MacMaster v. County of Contra Costa, et al., Contra Costa County Superior Court Case No. N18-1701 2. Darcy Maupin v. Contra Costa Fire Protection District, et al., Contra Costa County Superior Court Case No. C19-00496 3. Paul Cruciani and Peter Billeci v. County of Contra Costa, et al., Contra Costa County Superior Court Case No. N17-2091 4. Los Medanos Community Healthcare District v. Contra Costa Local Agency Formation Commission , Contra Costa County Superior Court Case No. C19-00048 5. United States of America v. State of California, et al., United States Court of Appeals, 9th Cir.,6. Case No. 18-16496 9:30 A.M. Call to order and opening ceremonies. Inspirational Thought- "A little more persistence, a little more effort, and what seemed hopeless failure may turn into glorious success." ~ Elbert Hubbard, writer 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 CONSIDER CONSENT ITEMS (Items listed as C.1 through C.139 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 April 2019 as National Sexual Assault Awareness month. (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 PRESENTATION recognizing and congratulating the 2019 Innovation Award finalist and winner. (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 DISCUSSION ITEMS   D. 1 CONSIDER Consent Items previously removed.    C.137 pulled for public comment and then adopted as presented. Public speaker: Dan Safran     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. 2 PUBLIC COMMENT (2 Minutes/Speaker)    Public Speakers: Karen Yapp, Dan Safran, Dick Offerman, Tony, LeDamien Flowers.   D. 3 CONSIDER approval of the Fiscal Year 2019/20 Recommended Budget actions. (David Twa, County Administrator) (Consider with D.4)       Public Speakers: Suzanne Llewellyn (article provided and attached), Kathy Greene, Jaime Cader,  Public Speakers: Suzanne Llewellyn (article provided and attached), Kathy Greene, Jaime Cader, Vickey Dominguez, Catrinci Beverly, Yen Do, Rosa Vargas, William Casey, Francisco Torres, Melvin Willis, Patricia Aguia, Elsa Stevens, Audrey Jenkins, Rebecca Ruiz, Dan Geiger. Adopt the budget as presented with the following referrals: Direct a BOS subcommittee to examine service gaps and unmet needs, from both a funding and a staffing perspective. Establish a workgroup that includes Health Services, Employment and Human Services, and community based organizations to discuss issues related to the county budget and funding.    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 adopting Resolution No. 2019/47 to authorize the modification, addition and deletion of certain positions in affected departments. (David Twa, County Administrator) (Consider with D.3)       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 to consider an appeal of the County Planning Commission's decision to approve a wireless facility access permit for a Verizon Wireless cell site on a utility pole in the public right of way near 279 Smith Road, in Alamo (Permit No. WA17-0016). (Aruna Bhat/Telma Moreira, Conservation and Development Department)       Public Speakers: John Linden, Alice Lee, Karl Gross. Opened the public hearing on an appeal of a Planning Commission decision to approve a Wireless Access permit for a Verizon Wireless cell site on a utility pole located in the Smith Road right of way, near 279 Smith Road, in the Alamo area (Permit No. WA17-0016), received testimony, and closed the public hearing. Determined that the approval of Permit No. WA17-0016 is exempt from the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15303. Directed the Department of Conservation and Development to file a CEQA Notice of Exemption with the County Clerk. Approved a wireless facilities access permit for a Verizon Wireless cell site on a utility pole in the Smith Road right of way, near 279 Smith Road, in the Alamo area (Permit No. WA17-0016); approved the findings in support of Permit No. WA17-0016; approved modified conditions of approval for Permit No. WA17-0016; and denied the appeal of Lowell Tunison. The conditions of approval for Permit No. WA17-0016 were modified to add the following conditions of approval: (1) subject to the time limits that DCD will specify in the condition of approval, Verizon shall install the facility without a shroud over the pole-mounted equipment, and, if the residents at 279 Smith Road determine a shroud is needed, Verizon shall install the shroud; and (2) subject to time limits that DCD will specify in the condition of approval, Verizon shall give the residents at 279 Smith Road the option of having a tree planted to partially block the pole, and, if requested by the residents, Verizon shall plant the tree.    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 to consider the proposed formation of Zone 505 within County Service Area P-6 (Police Services) for Subdivision No. 9278 in the Discovery Bay area (County File #SD09-9278). (Jennifer Cruz, Department of Conservation and Development)       Opened the hearing on the proposed formation of Zone 505 within County Service Area P-6; Considered all oral and written comments; and Closed the hearing. Determined there was no majority protest of the voters residing within the boundaries of proposed Zone 505 exists pursuant to Government Code Section 25217.1(b)(1). Adopted Resolution No. 2019/148, attached hereto, establishing Zone 505 of County Service Area P-6 subject to voter approval of a special tax to fund police protection services within the zone. P-6 subject to voter approval of a special tax to fund police protection services within the zone.     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 adopting Resolution No. 2019/149 and Ordinance No. 2019-09, authorizing the levy of a special tax for police protection services in Zone 505 of County Service Area P-6 for Subdivision No. 9278 (County File #SD09-9278) in the Discovery Bay area, and fixing an election on July 9, 2019, to obtain voter approval. (Jennifer Cruz, Department of Conservation and Development)       Opened hearing to consider adopting Ordinance No. 2019-09, authorizing the levy of a special tax for police protection services in Zone 505 of County Service Area P-6 in the Discovery Bay area; Considered oral and written comments received; and Closed the public hearing. Adopted Ordinance No. 2019-09, attached hereto. Adopted Resolution No. 2019/149, attached hereto, authorizing an election in Zone 505 of County Service Area P-6 to consider approval of Ordinance No. 2019-09. Directed the County Clerk, Elections Division, to conduct the election required by Government Code Sections 23027 and 53978. This election shall be held on July 9, 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. 8 HEARING to consider the proposed formation of Zone 1516 within County Service Area P-6 (Police Services) for Subdivision No. 9432 in the unincorporated area of Walnut Creek for County File #SD16-9432. (Jennifer Cruz, Department of Conservation and Development)       Opened the hearing on the proposed formation of Zone 1516 within County Service Area P-6; Considered all oral and written comments; and Closed the hearing. Determined there was no majority protest of the voters residing within the boundaries of proposed Zone 1516 exists pursuant to Government Code Section 25217.1(b)(1). Adopted Resolution No. 2019/130, attached hereto, establishing Zone 1516 of County Service Area P-6 subject to voter approval of a special tax to fund police protection services within the zone.    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 HEARING to consider adopting Resolution No. 2019/133 and Ordinance No. 2019-07, authorizing the levy of a special tax for police protection services in Zone 1516 of County Service Area P-6 for Subdivision No. 9432 (County File #SD16-9432) in the unincorporated area of Walnut Creek, and fixing an election on July 9, 2019, to obtain voter approval. (Jennifer Cruz, Department of Conservation and Development)       Opened hearing to consider adopting Ordinance No. 2019-07, authorizing the levy of a special tax for police protection services in Zone 1516 of County Service Area P-6 in the unincorporated area of Walnut Creek; Considered oral and written comments received; and Closed the public hearing. Adopted Ordinance No. 2019-07, attached hereto. Adopted Resolution No. 2019/133, attached hereto, authorizing an election in Zone 1516 of County Service Area P-6 to consider approval of Ordinance No. 2019-07. Directed the County Clerk, Elections Division, to conduct the election required by Government Code Sections 23027 and 53978. This election shall be held on July 9, 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 HEARING to consider approving the Eight-Unit Townhome Subdivision Project (AYM, LLC., Applicant and Owner), a development in the Pacheco area, including adopting Resolution No. 2019/157 amending the General Plan, adopting rezoning Ordinance No. 2019-12, approving a final development plan, and adopting a mitigated negative declaration. (Aruna Bhat and Jennifer Cruz, Conservation and Development Department)       Opened the public hearing on the Eight-Unit Townhome Subdivision Project, received testimony, and closed the public hearing. Found that the mitigated negative declaration prepared for the Project adequately analyzes the Project’s environmental impacts, that there is no substantial evidence that the Project with the proposed mitigation measures will have a significant effect on the environment, and that the mitigated negative declaration reflects the County’s independent judgment and analysis. Adopted mitigated negative declaration prepared for the Project. Adopted the mitigation monitoring program for the Project. Directed the Department of Conservation and Development to file a CEQA Notice of Determination with the County Clerk. Specified that the Department of Conservation and Development, located at 30 Muir Street, Martinez, California, is the custodian of the documents and other material that constitutes the record of proceedings upon which the decision of the Board of Supervisors is based. Adopted Resolution No. 2019/157, amending the General Plan to change the land designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM) (#GP16-0007). Adopted Ordinance No. 2019-12, rezoning the subject property from Single-Family Residential (R-6) to a Planned Unit District (P-1) (#RZ17-3237). Approved a variance from the minimum lot size requirement to allow for the rezoning of the subject property to a Planned Unit District (P-1). Acknowledged that the Planning Commission approved the vesting tentative map for the Project and no appeal of this approval was filed. Approved the Eight-Unit Townhome Subdivision Project. Approved the final development plan for the Project (#DP17-3010). Approved the attached findings in support of the Project. Approved the attached Project conditions of approval.    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.11 CONSIDER accepting report on Bike to Work Day outreach efforts in Contra Costa County and directing staff as appropriate, as recommended by the Transportation, Water, and Infrastructure Committee. (John Cunningham, Department of Conservation and Development)       Accepted report. Bruce Ohlson provided written comments (attached).    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.12 CONSIDER waiving the 180-day sit-out period for Cindy Nieman, Executive Secretary, in the Probation Department; FIND that the appointment of Cindy Nieman is necessary to fill a critically needed position;and APPROVE and AUTHORIZE the hiring of County retiree Cindy Nieman as a temporary County employee effective May 8, 2019 and serving through December 31, 2019. (Todd Billeci, County Probation Officer)       Effective end date of July 31, 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.13 CONSIDER waiving the 180-day sit-out period for Leodegario (Leo) Olazo, Accounting Technician, in the Treasurer-Tax Collector’s Office; FIND that the appointment of Mr. Olazo is necessary to fill a critically needed position; and APPROVE and AUTHORIZE the hiring of County retiree Mr. Olazo as a temporary County employee effective April 16, 2019 and serving through June 30, 2019. (Russell Watts, Treasurer-Tax Collector)       Effective hire date of May 8, 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.14 CONSIDER waiving the 180-day sit out period for Ms. Elizabeth Arbuckle, Departmental Fiscal Officer, in the Office of the Sheriff; FIND that the appointment of Elizabeth Arbuckle is necessary to fill a critically needed position; and APPROVE and AUTHORIZE the hiring of retiree Elizabeth Arbuckle as a temporary County employee for the period of May 8, 2019 through September 30, 2019. (David Livingston, Sheriff-Coroner)        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.15 CONSIDER waiving the 180-day sit-out period for William Sorrell, Health Services Administrator - Level C, in the Public Health Division of the Health Services Department; FIND that the appointment of Mr. Sorrell is necessary to fill a critically needed position; and APPROVE and AUTHORIZE the hiring of County retiree Mr. Sorrell as a temporary County employee effective April 17, 2019 and serving through April 16, 2020. (Dan Peddycord, Assistant Director of Health Services-Public Health Director)       Effective hire date, May 8, 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.16 CONSIDER waiving the 180-day sit-out period for Tanya Drlik, Integrated Pest Management Coordinator in the Hazardous Materials Division of the Health Services Department; FIND that the appointment of Ms. Drlik is necessary to fill a critically needed position; and APPROVE and AUTHORIZE the hiring of County retiree Ms. Drlik as a temporary County employee effective April 22, 2019 and serving through April 21, 2020. (Anna Roth, Health Services Director)       Effective hire date, May 8, 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.17 CONSIDER waiving the 180-day sit out period for Karen Ramirez, Psychiatric Technician, in the    D.17 CONSIDER waiving the 180-day sit out period for Karen Ramirez, Psychiatric Technician, in the Health Services Department's Behavioral Health Division; FIND that the appointment is of Ms. Ramirez is necessary to fill a critically needed position; and APPROVE and AUTHORIZE the hiring of County retiree Karen Ramirez as a temporary County employee effective May 8, 2019 and serving through May 7, 2020. (Anna Roth, Health 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 D.18 CONSIDER waiving the 180-day sit-out period for Brian Douglas Hast, Deputy District Attorney, and Julie Ann Hast, Deputy District Attorney, in the District Attorney's Office; FIND that the appointment of Brian Douglas Hast and Julie Ann Hast are necessary to fill critically needed positions; and APPROVE and AUTHORIZE the hiring of County retirees Brian Douglas Hast and Julie Ann Hast as temporary County employees effective May 13, 2019 and serving through June 30, 2020. (Diana Becton, District Attorney)       Effective May 15, 2019 serving thru May 14, 2020.    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.19 CONSIDER adopting Resolution No. 2019/154 approving the Memorandum of Understanding between Contra Costa County and District Attorney Investigators' Association, implementing negotiated wage agreements and other terms and conditions of employment beginning July 1, 2019 through June 30, 2023. (David Twa, 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 D. 20 CONSIDER reports of Board members.    Supervisor Andersen reported on CCCERA's actuarial three-year evaluation. Supervisor Andersen gave update on Fire Station 16 progress. Supervisor Glover reported that the Northern Waterfront Economic Initiative will host a forum on Friday, May 10, 2019, and invited interested members of the public to attend.   Closed Session Contra Costa County Flood Control and Water Conservation District v. Gary A. Eames, et al., Contra Costa County Superior Court Case No. C15-02052 1.   ADJOURN in memory of Eileen Bitten Retired Contra Costa County Human Resources Director and Honorable Norman Spellberg Retired Contra Costa County Superior Court Judge and Leonard McNeil West County Wastewater District Director and former San Pablo City Councilmember and Ellen Tauscher Former Congresswoman   CONSENT ITEMS   Road and Transportation Road and Transportation   C. 1 APPROVE and AUTHORIZE the Chair, Board of Supervisors, to execute an amendment to Agreement No. 454 with Contra Costa Transportation Authority, effective April 17, 2019, to increase the amount payable to Contra Costa County by $10,000 to a new amount payable of $53,000 to provide right of way services for the I-680 North Express Lanes Project, as recommended by the Public Works Director, I-680 Corridor area. (100% Contra Costa Transportation Authority 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. 2 APPROVE the Pinehurst Road Sinkhole and Culvert Repair Project and take related actions under the California Environmental Quality Act, and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Canyon area. (60% Federal Damage Assessment Funds and 40% Local Road 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. 3 AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract with Ghilotti Bros., Inc., in the amount of $2,431,956 for the Camino Tassajara Bike Lane Gap Closure Project, San Ramon Valley area. (33% Tri-Valley Transportation Council Funds, 25% Measure J Funds, 25% South County Area of Benefit Funds, and 17% Southern Contra Costa Subregional Fee Program)        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 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Nichols Consulting Engineers, CHTD., in an amount not to exceed $250,000 to provide on-call civil engineering services for the period May 7, 2019 through May 7, 2022, Countywide. (100% Developer Fees and Local Road, Flood Control, and Airport Enterprise 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. 5 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with MGE Engineering, Inc., in an amount not to exceed $250,000 to provide on-call structural engineering services for the period May 7, 2019 through May 7, 2022, Countywide. (100% Developer Fees and Local Road, Flood Control, and Airport Enterprise 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. 6 APPROVE and AUTHORIZE the Chair, Board of Supervisors, to execute a grant deed conveying to the City of San Pablo property along El Portal Drive, in connection with the I-80 San Pablo Dam Road Interchange Project, as recommended by the Public Works Director, San Pablo area. (100% Contra Costa Transportation Authority 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. 7 RESCIND Traffic Resolution No. 4092, adopted on November 2, 2004, which prohibited parking except for vehicles of individuals with disabilities on a portion of the east side of Rodeo Avenue (Road No. 1795AP), as recommended by the Public Works Director, Rodeo 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 Engineering Services   C. 8 ADOPT Resolution No. 2019/139 approving the sixth extension of the Subdivision Agreement for subdivision SD03-08791, for a project being developed by ADP Freedom 7, LLC, as recommended by the Public Works Director, El Sobrante 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. 9 ADOPT Resolution No. 2019/137 approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS07-00010, property owned by Charlene M. Ramsay, Trustee of the DC Revocable Land Trust, as recommended by the Public Works Director, Knightsen 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. 10 ADOPT Resolution No. 2019/138 approving the second extension of the Subdivision Agreement for minor subdivision MS13-00006, for a project being developed by Kevin Degnan, 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. 11 ADOPT Resolution No. 2019/150 approving and authorizing the Public Works Director, or designee, to fully close a portion of Willow Pass Road between Marin Avenue and Manor Drive, on May 27, 2019 from 10:00 AM through 11:00 AM, for the purpose of Bay Point Spring Derby Parade, Bay Point 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. 12 ADOPT Resolution No. 2019/153 approving the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP15-03021, for property being developed by Blackhawk Country Club, 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 Special Districts & County Airports   C. 13 APPROVE the Preliminary Engineer’s Report and ADOPT Resolution No. 2019/142 (Resolution of Intention) for Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020; FIX a public hearing for June 11, 2019, at 9:30 a.m. to consider adoption of the diagram and assessments for each Benefit Zone within the Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020, and AUTHORIZE that the assessments be collected on the secured property tax roll; and complete public noticing, as recommended by the Public Works Director, Countywide. (100% Countywide Landscaping District AD 1979-3 (LL-2) 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. 14 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar rental agreement with One Niner Right for a Shade hangar at Buchanan Field Airport effective April 11, 2019 in the monthly amount of $140. (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 C. 15 APPROVE and AUTHORIZE the Director of Airports to terminate the Tiedown Permit for space K-7 with Harold Milan and AUTHORIZE the County Counsel to pursue legal action. (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 C. 16 APPROVE and AUTHORIZE the Chief Engineer, Contra Costa County Flood Control and Water Conservation District, or designee, to execute an on-call contract with Jennifer Krebs (dba Jennifer Krebs Environmental Planning, a Sole Proprietorship), in an amount not to exceed $300,000 to provide on-call program support and coordination services for the period May 7, 2019 through May 7, 2022, Countywide. (100% Flood Control District 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. 17 Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute a Right of Entry and Temporary Work Area Easement from Central Contra Costa Sanitary District to allow the Flood Control District to use Sanitary District property from May 1, 2019 through December 31, 2020 in connection to the Grayson Creek Levee Repair Project, Martinez area. (83% Federal Emergency Readiness and Responses Funds and 17% Flood Control District 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. 18 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute Amendment 1 to the Consulting Services Agreement between the County and Kimley-Horn and Associates, Inc., effective January 28, 2019, to (i) increase the scope of work to be performed by Kimley-Horn, (ii) increase the payment limit by $344,820 to a new payment limit of $654,220, (iii) extend the term of the contract by two years, to June 30, 2021, and (iv) to permit Kimley-Horn to utilize additional subconsultants to continue providing engineering and planning services for the Buchanan Field Airport Layout Plan project. (100% Airport Enterprise 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. 19 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute Amendment 2 to the Consulting Services Agreement with C & S Engineers, Inc., to add four additional Subconsultants. (100% Airport Enterprise 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 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute an Exclusive    C. 20 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute an Exclusive Negotiating Agreement with Montecito Development Company, LLC, a California limited liability company, for the negotiation of a long-term lease of approximately 17-acres of land on the west side of the Buchanan Field Airport. (100% Airport Enterprise 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 Claims, Collections & Litigation   C. 21 DENY claims filed by Henry J. Gannett, Gregory Johnson, Delores Leon, Loudette K. Rubio, Robin Stumps, and te'Ari Watts. DENY late claim filed by Michael Kitterman.        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 RECEIVE report concerning the final settlement of Karen Soliz vs. County of Contra Costa; and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $70,000, as recommended by the Risk Manager. (100% Workers' Compensation Internal Service 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. 23 RECEIVE report concerning the final settlement of Michelle Wojack vs. Contra Costa County; and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $120,000, as recommended by the Risk Manager. (100% Workers' Compensation Internal Service 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 Statutory Actions   C. 24 ACCEPT the Fiscal Year 2018/19 Community Facilities District Administration Report on County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon), as recommended by the Auditor-Controller. (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 Honors & Proclamations   C. 25 ADOPT Resolution No. 2019/112 proclaiming May 11-19, 2019 as the 23rd Annual East Bay Affordable Housing Week 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 C. 26 ADOPT Resolution No. 2019/125 recognizing and congratulating Sigray, Inc., for its 2019 Innovation Award, 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. 27 ADOPT Resolution No. 2019/126 congratulating Trov for being recognized as a finalist for the 2019 Innovation Awards, 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. 28 ADOPT Resolution No. 2019/152 proclaiming May 2019 as Watershed Awareness Month in Contra Costa County, as recommended by the Public Works 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. 29 ADOPT Resolution No. 2019/146 proclaiming May 5-11, 2019 International Compost Awareness Week 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 C. 30 ADOPT Resolution No. 2019/159 recognizing April 2019 as National Sexual Assault 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 C. 31 ADOPT Resolution No. 2019/161 honoring the East Bay Center for Performing Arts on its 50th Anniversary, 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 Appointments & Resignations   C. 32 REAPPOINT Robert Sarmiento to the Contra Costa County Primary seat and Jerry Fahy to the Contra Costa County Alternate seat on the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee, as recommended by the Conservation and Development and Public Works Directors.       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 ACCEPT the resignation of Dr. Melinda V. Mclain from Alternate #1 seat and APPOINT Dr. Melinda V. Mclain to Appointed 7 seat of the El Sobrante Municipal Advisory Council, 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 C. 34 APPOINT Frances Smith to the Richmond Local Committee seat on the Advisory Council on Aging, 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. 35 APPOINT Victoria Lynn Curtis to Seat 3 of the East Richmond Heights Municipal Advisory Council, 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 C. 36 APPOINT Department of Conservation and Development staff workers John Cunningham, Will Nelson, Jamar Stamps (Alternate) and Aruna Bhat (Alternate) and Public Works Department staff members Jerry Fahy and Mary Halle (Alternate) to the Technical Coordinating Committee of the Contra Costa Transportation Authority, as recommended by the Conservation and Development and Public Works Directors.       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 APPOINT Bruce Hahn to the District IV Alternate seat of the Contra Costa Assessment Appeals Board, as recommended by Supervisor Mitchoff.        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 APPOINT Shirley Rosenthal Winston to Alternate #2 seat of the El Sobrante Municipal Advisory Council, as recommended by Supervisor Gioia.       Corrected to read Ms. Rosenthal Winston was appointed to Alternate Seat #1.     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 ACCEPT the resignation of Duane Chapman, DECLARE vacant the District 1 Member at Large seat of the Mental Health Commission, and DIRECT the Clerk of the Board to post the vacancy, 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 C. 40 APPROVE the medical appointments and reappointments, additional privileges, advancement, and voluntary resignations as recommend by the Medical Staff Executive Committee and by the Health 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. 41 APPOINT the following individuals to the Contra Costa Local Planning and Advisory Council for Early Care and Education, as recommended by the Local Planning Council: Deborah Penry to the Community Organization, Central South seat; Blanca Mosca Carreon to the Community West County seat; Phelicia Lang to the Community 3 East seat; and Denise Clarke to the Child Care Consumer 2 seat, 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 C. 42 REAPPOINT Lauren Babb to the Private/Non-profit Sector 3 seat on the Economic Opportunity Council, 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. 43 DECLARE vacant the Director 3 seat on the Contra Costa Resource Conservation District Board of Directors and DIRECT the Clerk of the Board of post the vacancy, 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. 44 Sheriff’s Office-Technical Services Division (2512)/Public Works ISF Fleet Services (0064): APPROVE Appropriations and Revenue Adjustment No. 5073 authorizing the transfer of appropriations in the amount of $29,985 from the Sheriff’s Office-Technical Services Division to Public Works ISF Fleet Services for the purchase of a 2019 Dodge Charger for the Office of the Sheriff.       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 Health Services (0450) / Fleet Services (0064): APPROVE Appropriation and Revenue Adjustment No. 5074 authorizing the transfer of appropriations in the amount of $53,161 from Public Health Senior Nutrition Program to the General Services - Fleet Internal Service Fund for the purchase of a replacement vehicle. (100% Senior Nutrition Program 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. 46 Health Services (0463) / Fleet Services (0064): APPROVE Appropriation and Revenue Adjustment No. 5075 authorizing the transfer of $239,996 from the Health, Housing and Homeless Program budget to the Fleet Internal Service Fund for the purchase of one Ford T350XL Para Transit full-size van, three Ford Explorer SUVs, one Ford F-250 Crew Cab Pickup, and one Ford Transit 8-passenger Wagon to expand services within the Health, Housing and Homeless program. (Health, Housing and Homeless Program 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 Personnel Actions   C. 47 ADOPT Position Adjustment Resolution No. 22451 to reassign one Public Health Program Specialist I position (represented) from School Based Clinics to the PH Clinic Staffing Pool in the Health Services Department. (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 C. 48 ADOPT Position Adjustment Resolution No. 22452 to add one Health Services Administrator-Level C (represented) position in the Health Services Department. (100% Title III Older Americans Act 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. 49 ADOPT Position Adjustment Resolution No. 22453 to reassign one Administrative Services    C. 49 ADOPT Position Adjustment Resolution No. 22453 to reassign one Administrative Services Assistant III position (represented) from Department 0540 (Hospital and Clinics) to Department 0860 (Contra Costa Health Plan) in the Health Services Department. (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 C. 50 ADOPT Position Adjustment Resolution No. 22454 to add one Disease Intervention Technician position (represented), effective October 1, 2018, in the Health Services Department, in accordance with a settlement agreement. (TB registration and control 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 Grants & Contracts   APPROVE and AUTHORIZE execution of agreements between the County and the following agencies for receipt of fund and/or services:   C. 51 APPROVE and AUTHORIZE the Public Works Director, or designee, to apply for and accept grant funds from the Bay Area Air Quality Management District (BAAQMD) Charge! Program to expand the County's supply of electric vehicle equipment, Countywide. (40% PG&E/MCE rebates, 60% BAAQMD Charge! Program 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. 52 APPROVE request from Las Trampas, Inc., to sell property located at 266 Southwind Drive, Pleasant Hill; FORGIVE the accrued interest on the Community Development Block Grant (CDBG) loan in the amount of $52,000 and ACCEPT repayment of the 1993 CDBG loan in the amount of $50,000, as recommended by the Conservation and Development Director. (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. 53 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture (CDFA) in an amount not to exceed $3,510 for CDFA reimbursement of regulatory inspections conducted by the County as part of the California Organic Program for the period July 1, 2019 through June 30, 2020. (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. 54 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the U.S. Department of Housing and Urban Development, to pay the County McKinney-Vento Act funds in an amount not to exceed $382,602 to provide housing and support services for the County’s Continuum of Care Project for the period March 1 through November 30, 2019. (25% 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. 55 APPROVE and AUTHORIZE the County Veterans Services Officer, or designee, to execute a    C. 55 APPROVE and AUTHORIZE the County Veterans Services Officer, or designee, to execute a contract with the California Department of Veterans Affairs to accept grant funding in an amount not to exceed $50,000 to provide mental health outreach and support services through the "Veterans' Voices" talk show for the period July 1, 2019 through June 30, 2020. (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. 56 APPROVE and AUTHORIZE the County Veterans Services Officer, or designee, to execute a contract to accept grant funding from the California Department of Veterans Affairs in an amount not to exceed $49,000 to provide support services to Senior Veterans for the period July 1, 2019 through June 30, 2020. (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. 57 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for and accept City of Brentwood Economic Development Grant funding in an amount not to exceed $13,000 to provide advising, training, and outreach to Brentwood businesses for the period July 1, 2019 through June 30. 2020. (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. 58 ADOPT Resolution No. 2019/151 to approve and authorize the Employment and Human Services Director, or designee, to execute a contract amendment with California Department of Aging to increase the amount payable to the County by $849 to a new payment limit of $107,628 to provide additional nutritional services to low-income seniors for the period October 1, 2018 through September 30, 2019. (100% Federal, 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. 59 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with the California Department of Community Services and Development, to extend the term from May 31, 2019 through June 30, 2020 and increase the amount payable to the County by $309,991 to a new payment limit of $476,486, for the U.S. Department of Energy Weatherization Assistance Program for low-income households. (100% Federal, 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. 60 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the California Board of State and Community Corrections, to extend the term from August 20, 2020 through September 30, 2021 with no change in the amount payable to the County of $5,984,086, to continue providing pre-arrest, at-arrest and post-arrest diversion opportunities and coordination services for Antioch residents with behavioral health issues. (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. 61 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing modified indemnification with the California Department of Resources Recycling and Recovery, to pay the County an amount not to exceed $189,289 for the Environmental Health Waste Tire Enforcement Program for the period June 30, 2019 through September 30, 2020. (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. 62 APPROVE and AUTHORIZE the Health Services Director, or designee, to apply for California Department of Resources Recycling and Recovery funding to pay County an amount not to exceed $25,129 for the continuation of the Local Enforcement Agency assistance funds for Environmental Health Division’s solid waste facilities permit and inspection programs for the period July 1, 2019 through October 29, 2020. (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. 63 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the U.S. Department of Housing and Urban Development to pay the County an amount not to exceed $175,596 to assess homeless needs in our community and allow for a more targeted allocation of resources for the County’s Homeless Management Information System project for the period July 1, 2019 through June 30, 2020. (25% 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. 64 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the U.S. Department of Housing and Urban Development to pay the County an amount not to exceed $274,726 for housing sites for homeless youth with disabilities, mental illness, substance abuse, HIV/AIDS and dual diagnosis for the Permanent Connections Supportive Housing Program, for the period July 1, 2019 through June 30, 2020. (25% 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. 65 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract including mutual indemnification with the City of Oakley, to pay the County an amount not to exceed $100,000 to provide development, storage and on-going support of the Automated Report System for the period May 1, 2019 through December 31, 2023. (100% 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 APPROVE and AUTHORIZE execution of agreement between the County and the following parties as noted for the purchase of equipment and/or services:   C. 66 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with MGA Healthcare, Inc., in an amount not to exceed $400,000 to provide temporary medical staffing services and permanent placement recruiting services at Contra Costa Regional Medical Center and Health Centers, for the period January 1 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. 67 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Brain Health Professional Services, P.C., in an amount not to exceed $319,488 to provide outpatient psychiatric services for older adults in Central Contra Costa County for the period May 1, 2019 through April 30, 2020. (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. 68 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing mutual indemnification language with Huron Consulting Services, LLC, in an amount not to exceed $95,000 to provide professional consulting services to Contra Costa Regional Medical Center and Health Centers administrative and clinical operations for the period May 1, 2019 through April 30, 2020. (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. 69 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute Change Order No. 1 with: Mark Scott Construction, Inc., for Job Order Contract 008; Staples Construction Company for Job Order Contract 009; and Aztec Consultants for Job Order Contract 010, to increase the payment limit by $2,400,000 to a new payment limit of $4,900,000 each, as allowed by Public Contract Code 20128.5, Countywide. (100% Various 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. 70 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Food Service Partners, Inc., in an amount not to exceed $1,400,000 to provide routine food deliveries for patients and staff at the Contra Costa Regional Medical Center for the period September 1, 2019 through August 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. 71 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Contract Amendment No. 2 with ECS Imaging, Inc., effective May 7, 2019, to extend the term from September 30, 2019 through September 30, 2020 and increase the payment limit by $48,000 to a new payment limit of $433,402 for additional project management services associated with the implementation of Laserfiche, an electronic records content management system, Countywide. (100% Various 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 to execute, on behalf of the Employment and Human Services Department, a purchase order with Downtown Ford Sales in an amount not to exceed $27,730, to procure one new vehicle to replace one non-internal service fund vehicle in need of costly repairs. (100% 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. 73 APPROVE and AUTHORIZE the County Clerk-Recorder, or designee, to execute a contract with Granicus, Inc., in an amount not to exceed $1,631,830 for the license, implementation and maintenance of the RecorderWorks software suite, ClerkDocs software, and related professional services for the period May 7, 2019 through May 6, 2024. (100% Recorder Special 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. 74 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Bay Area    C. 74 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Bay Area Chaplains, Inc., in an amount not to exceed $162,100 for chaplaincy services in adult detention facilities for the period July 1, 2019 through June 30, 2020. (100% Inmate 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. 75 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the Contra Costa County Office of Education in an amount not to exceed $648,709 to continue providing educational services to inmates for the period of July 1, 2019 through June 30, 2020. (100% Inmate 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. 76 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with First Place For Youth in an amount not to exceed $572,400 to provide transitional housing assistance for emancipated youth for the period July 1, 2019 through June 30, 2020. (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. 77 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Dell Computers in an amount not to exceed $160,000 for replacement computer equipment for the period July 1, 2019 through June 30, 2020. (100% Library 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. 78 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Lutheran Social Services of Northern California, in an amount not to exceed $264,600 to provide transitional housing assistance for emancipated youth for the period of July 1, 2019 through June 30, 2020. (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. 79 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Health Care Interpreter Network, to increase the payment limit by $778,560 to a new payment limit of $1,178,560 for additional translation services, with no change in the original term of July 1, 2017 through June 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. 80 APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with JBI, LTD (dba Justice Benefits Incorporated), in an amount not to exceed $200,000 to provide training and Title IV-E claiming assistance for the period June 1, 2019 through May 31, 2022. (100% Commission 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. 81 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to    C. 81 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Phamatech, Inc., in an amount not to exceed $250,000 for child welfare mandated drug testing services, for the period July 1, 2019 through June 30, 2020. (70% State, 30% 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. 82 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with Hammons Supply Company in an amount not to exceed $180,000 for the purchase of miscellaneous custodial supplies and equipment repairs as needed by the three County detention facilities for the period June 1, 2019 through May 31, 2020. (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. 83 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Vialanguage, Inc., to increase the payment limit by $205,000 to a new payment limit of $705,000 for additional services translating written documents with no change in the original term of December 1, 2016 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. 84 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with BHC Sierra Vista Hospital, Inc., to decrease the payment limit by $175,000 to a new payment limit of $75,000 and include a six-month automatic extension through December 31, 2019 in an amount not to exceed $37,500, to provide inpatient psychiatric hospital services to County-referred adults and adolescents. (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. 85 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Contra Costa Family Justice Alliance in an amount not to exceed $150,000 to provide support services to victims of interpersonal violence and coordination of community family justice workshops for the period July 1, 2019 through June 30, 2020. (100% 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. 86 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Lao Family Community Development, Inc., a non-profit corporation, in an amount not to exceed $105,000 for translation and employment-related services to limited English proficient California Work Opportunity and Responsibility to Kids (CalWORKs) clients for the period July 1, 2019 through June 30, 2020. (85% Federal, 15% 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. 87 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Monument Impact in an amount not to exceed $116,000 for job search and placement services to California Work Opportunity and Responsibility to Kids (CalWORKs) clients with limited English proficiency for the period July 1, 2019 through June 30, 2020. (85% Federal, 15% State)        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. 88 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Pathways Home Health and Hospice, to increase the payment limit by $425,000 to a new payment limit of $500,000 for additional hospice services for Contra Costa Health Plan members with no change to the original term of August 1, 2018 through July 31, 2020. (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. 89 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with FBC Community Outreach, Inc., in an amount not to exceed $264,179 to provide case management and home visiting services to high-risk families in East Contra Costa County for the period July 1, 2019 through June 30, 2020. (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. 90 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Catholic Charities of the East Bay, a non-profit corporation, in an amount not to exceed $521,015 to provide Child Welfare Redesign Differential Response Path 2 Case Management services in East and Central Contra Costa County and Differential Response Intensive Services countywide, for the period of July 1, 2019 through June 30, 2020. (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. 91 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 $260,971 to provide case management and home visiting services to high-risk families in East and Central Contra Costa County for the period July 1, 2019 through June 30, 2020. (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. 92 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Elior, Inc. (dba Bateman Community Living) to increase the payment limit by $148,687 to a new payment limit of $3,017,069 with no change in the term of July 1, 2018 through June 30, 2019, and to increase the automatic extension payment limit by $37,196 to a new payment limit of $754,292 with no change in the term of the automatic extension through September 30, 2019, to provide additional meal services for County’s Senior Nutrition Program. (100% Title III C-1, Title III C-2 of the Federal Older Americans Act of 1965)        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. 93 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Lilliput Children’s Services, effective May 1, 2019 to increase the payment limit by $71,500 to a new payment limit of $491,500, for additional emergency financial support to families awaiting Resource Family approval, with no change to the term, July 1, 2018 through June 30, 2019. (100% State)       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. 94 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Men and Women of Purpose in an amount not to exceed $191,650 to provide mentoring and placement services to assist adult inmates transitioning back into the community, for the period July 1, 2019 through June 30, 2020. (100% AB 109 Public Safety 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. 95 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with The Urban Institute to extend the term from September 30, 2020 through September 30, 2021 and increase the payment limit by $82,030 to a new payment limit of $402,622 for additional evaluation services for the Contra Costa County Lead Plus Program. (100% California Board of Community Corrections 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. 96 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute an agreement with Alameda County and Gemalto Cogent, Inc., in an amount not to exceed $1,797,281 for the purchase of biometric system upgrade services to establish a remote system recovery site in case of a major disaster, for the period July 1, 2018 through June 30, 2023. (100% Regional CAL-ID 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. 97 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing mutual indemnification with the City of Richmond, on behalf of its Fire Department, in an amount not to exceed $788,854 to maintain a Hazardous Materials Response Unit and a Hazardous Materials Emergency Vehicle for the period July 1, 2019 through June 30, 2021. (100% AB 2185 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. 98 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Irene Lo, M.D., in an amount not to exceed $400,000 to provide general surgery services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2019 through June 30, 2020. (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. 99 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Infectious Disease Doctors Medical Group, APC, in an amount not to exceed $780,000 to provide infectious disease consulting and training at Contra Costa Regional Medical Center and Health Centers for the period May 1, 2019 through April 30, 2022. (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.100 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Iraj Barbaee (dba Advanced Hearing Systems), in an amount not to exceed $150,000 to provide audiology/hearing aid services to Contra Costa Health Plan members and County recipients for the period May 1, 2019 through April 30, 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.101 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with California Eye Clinic in an amount not to exceed $1,500,000 to provide ophthalmology, optometry and ambulatory surgery center services for Contra Costa Health Plan members for the period May 1, 2019 through April 30, 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.102 APPROVE and AUTHORIZE the Chief Probation Officer, or designee, to execute a contract with RYSE, Inc., in an amount not to exceed $125,337 to provide juvenile reentry services in West Contra Costa County to youths who have been, or will soon be, released from the Youthful Offender Treatment Program, the Girls in Motion program, or the Orin Allen Youth Rehabilitative Facility, for the period July 1, 2019 through June 30, 2020. (100% State 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.103 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Bryan Ristow, M.D., to decrease the payment limit by $25,000 to a new payment limit of $1,631,000, to provide fewer cardiology services at Contra Costa Regional Medical Center with no change in the original term of June 1, 2017 through May 31, 2020. (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.104 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Sharjo, Inc., (dba ServiceMaster Restoration Services), in an amount not to exceed $100,344 for the rental of High Efficiency Particulate Air (HEPA) units and the purchase of HEPA filters for Contra Costa Regional Medical Center and Health Centers. (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.105 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Arianne Ferguson, M.D., in an amount not to exceed $209,664 to provide outpatient psychiatric care to patients in Central Contra Costa County for the period September 1, 2019 through August 31, 2020. (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.106 APPROVE and AUTHORIZE the Purchasing Agent to purchase, on behalf of the Health Services Director, food, gift cards, and transportation vouchers in an aggregate amount not to exceed $84,300 to be used as incentives for participants of various educational and support group programs within the Family, Maternal and Child Health Program for the period July 1, 2018 through June 30, 2020. (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.107 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services    C.107 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order amendment with Steris Corporation, to increase the payment limit by $50,000 to a new payment limit of $225,000 for the purchase of medical supplies, reagents, and accessories for the Sterile Processing Unit at the Contra Costa Regional Medical Center, with no change to the original term of September 1, 2017 through August 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.108 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order amendment with One WorkPlace, to increase the payment limit by $99,000 to a new payment limit of $198,000 for the purchase of furniture for Contra Costa Regional Medical Center and Health Centers, with no change in the original term of June 1, 2018 through May 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.109 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order amendment with Experian Health, Inc., to increase the payment limit by $100,000 to a new payment limit of $456,400 for additional software customization services, with no change in the original term of July 1, 2017 through June 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.110 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Praxair Distribution, Inc., in an amount not to exceed $240,000 to purchase oxygen, compressed medical air, nitrogen and carbon dioxide for use at the Contra Costa Regional Medical Center and Health Centers for the period June 1, 2019 through May 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.111 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order amendment with Mesa Laboratories, Inc., to increase the payment limit by $99,000 to a new payment limit of $198,000 for the calibration of thermometers for the Contra Costa Regional Medical Center's nutritional and laboratory services, with no change in the original term of March 1, 2019 through February 28, 2020. (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.112 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with BHC Fremont Hospital, Inc., in an amount not to exceed $1,300,000 to provide inpatient psychiatric hospital services to County referred children and adults for the period July 1, 2019 through June 30, 2020. (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.113 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with    C.113 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Mariposa McCall, M.D., in an amount not to exceed $296,192 to provide outpatient psychiatric care services to adults in Central County for the period May 1, 2019 through April 30, 2020. (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.114 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Ivanti, Inc., to extend the term from June 29, 2019 through June 30, 2022, to continue providing software for electronically managing incidents for the Health Services Department’s Information Technology Unit. (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.115 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with John Dawdy, Esq., in an amount not to exceed $168,000 to sit as the certification review hearing officer for psychiatric patients alleged to be gravely disabled or a danger to self or others and involuntarily confined or hospitalized by County for the period July 1, 2019 through June 30, 2021. (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.116 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Nancy E. Ebbert, M.D., in an amount not to exceed $315,456 to provide outpatient psychiatric services for adolescent and transitional age adult patients in the First Hope Program, for the period July 1, 2019 through June 30, 2020. (32% Mental Health Services Act, 34% State Mental Health Realignment, 34% Federal Medi-Cal)       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.117 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with RecordXpress of California, LLC, to extend the term from June 30, 2019 through June 30, 2020 with no change in the payment limit of $1,440,000, to continue providing off-site storage, retrieval, destruction and management of documents and records for Contra Costa Regional Medical Center and other designated Health Services Department Divisions. (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.118 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Crestwood Behavioral Health, Inc., to increase the payment limit by $443,311 to a new payment limit of $8,833,287 to provide additional subacute skilled nursing care services, with no change in the original term of July 1, 2018 through June 30, 2019. (92% Mental Health Realignment, 8% 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.119 Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE and    C.119 Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the Contra Costa County Fire Protection District, to make payments to the California Department of Health Care Services in the amounts of $499,200 and $478,158 respectively for Quarters 1 and 2 of 2018 for the Ground Emergency Medical Transport Quality Assurance Fee. (100% CCCFPD EMS Transport 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.120 Acting as the Governing Board of the Contra Costa County Fire Protection District (District), APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the District, to make a payment to the Department of Health Care Services in the amount of $478,058 for the Ground Emergency Medical Transportation Quality Assurance Fee for ambulance transports provided by the District in the months of October, November, and December of 2018. (100% CCCFPD EMS Transport 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.121 Acting as the Governing Board of the Contra Costa County Fire Protection District (District), APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the District, to make a payment to the Department of Health Care Services in the amount of $475,207 for the Ground Emergency Medical Transportation Quality Assurance Fee for ambulance transports provided by the District in the months of July, August, and September of 2018. (100% CCCFPD EMS Transport 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.122 Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the Fire Chief, to reimburse Assistant Fire Chief Christopher Bachman for necessary relocation expenses in an amount not to exceed $10,000. (100% CCCFPD Operating 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 Other Actions   C.123 ACCEPT the March 2019 update of the operations 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.124 APPROVE and AUTHORIZE the Public Defender, or designee, to execute a Memorandum of Understanding with National Legal Aid & Defender Association (NLADA) to define the responsibilities of NLADA as the Project Sponsor and the Office of the Public Defender as the Project Host Site, including a cost share payment not to exced $4,000, for one AmeriCorps VISTA volunteer who will provide performance measurement and data analysis services from March 18, 2019 through August 18, 2020. (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.125 AUTHORIZE the Chair of the Board of Supervisors to sign a letter to the State Lands Commission    C.125 AUTHORIZE the Chair of the Board of Supervisors to sign a letter to the State Lands Commission requesting that it proceed to repair and re-tenant its property at 501 Port Street, Crockett, formerly known as the Nantucket restaurant, for the benefit of the Crockett community as well as the greater public benefit to all Californians to have access to the waterfront in this location, 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.126 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to submit the Contra Costa County Area Agency on Aging 2019-2020 Area Plan Update to the California Department on Aging and AUTHORIZE the Chair, Board of Supervisors to sign the Transmittal Letter. (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.127 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a license agreement with the United States of America, Department of the Navy, to use an approximately 80-acre portion of the former Concord Naval Weapons Station for public safety training purposes, for the period February 22, 2019 through February 21, 2020, as recommended by the Sheriff-Coroner, Concord 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.128 APPROVE a request from Knightsen Town Community Services District for a Mail Ballot Election on August 27, 2019 and AUTHORIZE the Clerk-Recorder to conduct the election, as recommended by Clerk-Recorder. (100% Knightsen Town Community Services District)       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.129 APPROVE and AUTHORIZE the Public Works Director, or designee, to advertise the Pittsburg Health Center Elevator Modernization Project, and take related actions under the California Environmental Quality Act, Pittsburg area. (100% Hospital 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 C.130 ACCEPT status report on the Employment and Human Services Department's implementation of the CalFresh expansion to include SSI (Supplemental Security Income) recipients, as recommended by the Family and Human Services Committee.       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.131 ACCEPT status report from the Employment and Human Services Department on the Workforce Development Board and Workforce Innovation and Opportunity Act, as recommended by the Family and Human Services Committee. (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.132 ADOPT revised bylaws of the Commission for Women, as recommended by the Internal Operations    C.132 ADOPT revised bylaws of the Commission for Women, as recommended by the Internal Operations Committee. (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.133 ACCEPT the Employment and Human Services Department, Community Services Bureau 2019-20 Planning Calendar for Head Start and Community Action programs, as approved by the Head Start Policy Council and 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.134 ACKNOWLEDGE receipt of contract termination notice from Patrick Dixon, Ph.D., MFT, for provision of outpatient psychotherapy services for Contra Costa Health Plan members effective close of business on April 12, 2019, as recommended by the Health Services Director. (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.135 APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review and Credentialing Committee and 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.136 REFER to the Family and Human Services Committee for discussion the Employment and Human Services Department, Community Services Bureau's proposed elimination of Head Start Home Based Program services for children ages three to five, 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 C.137 RECEIVE Civil Grand Jury Report No. 1903, entitled "Safeguarding he Library's Local History Collection" (attached), and REFER the report to the County Administrator and County Librarian for response.       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.138 ADOPT Resolution No. 2019/162 authorizing the issuance and sale of "Walnut Creek School District General Obligation Bonds, Election of 2016, Series B (2019)" in an amount not to exceed $20,000,000 by the Walnut Creek School District on its own behalf pursuant to Section 15140(b) of the Education Code, as recommended by the County Administrator. (No County 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.139 APPROVE and AUTHORIZE the Chair, Board of Supervisors, to provide the Housing Authority of the County of Contra Costa with a letter of support to submit an application to the U.S. Department of Housing and Urban Development for the partial demolition and total disposition of Las Deltas and Las Deltas Annex I, as recommended by the County Administrator.        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   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 May 8, 2019 11:00 a.m.See above Family & Human Services Committee Special Meeting May 13, 2019 May 27, 2019 Canceled 10:30 a.m.625 Court Street, Martinez Room B001 Finance Committee May 27, 2019 Canceled Special Meeting June 10, 2019 1:00 p.m. Room 108 Hiring Outreach Oversight Committee June 3, 2019 Canceled 1:00 p.m.See above Internal Operations Committee May 13, 2019 1:00 p.m.See above Legislation Committee May 13, 2019 10:30 a.m.See above Public Protection Committee June 3, 2019 10:30 a.m.See above Sustainability Committee July 22, 2019 12:30 p.m.See above Transportation, Water & Infrastructure Committee May 13, 2019 9:00 a.m.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): 1. ACKNOWLEDGE that the Board of Supervisors held Budget Hearings on April 16; 2. ACKNOWLEDGE that public testimony was heard and considered; 3. ACKNOWLEDGE that pending action by the State regarding its budget may require subsequent adjustments to this Recommended Budget; 4. ACKNOWLEDGE that the County Administrator was directed to return to the Board with a Resolution, authorizing the addition and deletion of certain positions in affected departments (companion item – Resolution No. 2019/47); 5. RECEIVE follow-up information from Health Services, Employment and Human Services, Sheriff-Coroner, District Attorney, Public Defender and Probation 6. ADOPT the County Administrator's recommendations for the FY 2019-20 County and Special Districts Budgets; and 7. AUTHORIZE and REQUEST the Auditor-Controller to adjust FY 2018-19 appropriations and revenues APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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, 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: All Departments (via County Administration) D. 3 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:APPROVAL OF FY 2019-20 RECOMMENDED BUDGET ACTIONS RECOMMENDATION(S): (CONT'D) by reallocating and balancing budgeted and actual expenditures and revenues as needed for various budget units and special districts, subject to Board approval in September; and 8. AUTHORIZE the Auditor-Controller to make technical adjustments to the FY 2019-20 Recommended Budget when actual amounts are known and return to the Board on September 17 for adoption of the Budget as Finally Determined. FISCAL IMPACT: The fiscal impact is described in the Fiscal Year 2019-20 Recommended Budget, which is available on-line at: http://www.co.contra-costa.ca.us/DocumentCenter/View/58189/Recommended-Budget-19-20 BACKGROUND: On April 16, 2019, the Board of Supervisors adopted the County's FY 2019-2020 State Controller's Office Recommended Budget Schedules for Countywide Funds and Special Districts. These schedules meet the requirements of State law. State law requires that local government adopt a FY 2019-2020 Recommended Budget for Countywide funds and Special Districts prior to June 30, 2019 in order to spend monies for the coming fiscal year. State law also requires that the Recommended Budget Schedules be adopted prior to holding Budget Hearings. These schedules serve as a placeholder until the Board approves a Final budget. The schedules are in a State-required "line item" format as opposed to the program budget format used by the Board during budget hearings. The schedules incorporated the same total net County cost level as is presented in the County Administrator's Recommended Budget. Adoption of these schedules ensured that your Board met the requirements of State law and in no way constrain your discretion with respect to the FY 2019-20 budget. After adoption of the State Schedules, the Board of Supervisors opened the public hearing on the FY 2019-20 Recommended Budget. The hearings began with an overview of the recommendations in the FY 2019-20 Budget by the County Administrator. The County Administrator advised the Board that the Recommended Budget and the County Administrator's Budget Message contain details on individual department budgets, programs, goals, and recommendations. The Budget and message represented a work plan to achieve the County's mission and priorities in the coming year. A number of key issues that have informed the development of the Budget were included in the Budget and presentation, such as property tax projections, employment benefits and retiree health care/other post employment benefits, pension benefits, General Fund reserves, infrastructure/facilities maintenance, the status of Labor Negotiations, and the potential impact of other pending issues. Following the County Administrator's presentation, previously selected department heads were asked to present their key issues. 1. Anna Roth presented a summary of the Health Services budget, which can be found on pages 253-361 of the FY 2019/20 Recommended Budget (Budget). Supervisor Gioia reiterated the need to explore different funding options including possible tax measures to support the Contra Costa Regional Medical Center. Ms. Roth discussed budget priorities and key considerations as well as challenges for the department. Specific challenges include cost increases, slow to no growth in CCHP membership and patient volume, declining revenues, waiver succession and Federal/State uncertainty. Supervisor Mitchoff requested a pie chart showing the percentage of total salaries and benefits as compared to total expenditures for the Hospital and Clinics similar to the pie of total County General Fund Expenditures presented on the County as a whole during the County Administrator’s presentation. 2. Director Kathy Gallagher presented her PowerPoint on the Employment and Human Services budget, which can be found on pages 205-251 of the Budget. Ms. Gallagher stated that Adult Protective Services cases have more than tripled in the last 10 years. Supervisor Mitchoff stated that the County may need to focus future funding more on the adult population due to increases in the aging population. The Department was directed to confirm the additional $300,000 budgeted for Supplemental Security Income (SSI) is leveraging additional federal dollars for fiscal year 2019-20. Supervisor Mitchoff also requested a report on CalFresh Enrollment efforts to be presented to the Board of Supervisors in mid-May. 3. Sheriff David Livingston presented a PowerPoint on the Sheriff-Coroner Budget, which can be found on pages 429-450 of the Budget. Supervisor Mitchoff asked the Department to come back with a full-time equivalent count (sworn/nonsworn) that equates to the $5.65 million vacancy factor budgeted for FY 2019-20. Supervisor Gioia asked the Department to return with a 10 year history of total bookings and average daily population. 4. District Attorney Diana Becton presented a PowerPoint on the District Attorney’s Office budget, which can be found on pages 377-391 of the Budget. At the conclusion of the presentation, Supervisor Mitchoff requested that the Department return with a chart showing the total budget allocated by functional area. Supervisor Gioia requested historical data showing the number of filings (misdemeanor and felony) as well as number of attorneys. 5. Public Defender Robin Lipetzky presented a PowerPoint on the Public Defender’s departmental operations and accomplishments, the Public Defender narrative can be found on pages 419-425 of the Budget. Supervisor Gioia requested historical data on the number of cases handled by the Office. At the conclusion of Ms. Lipetzky’s presentation, Supervisor Mitchoff requested a breakdown of the total budget by program area and Supervisor Burgis requested historical felony overload data. 6. County Probation Officer Todd Billeci, presented a PowerPoint on the Probation Department’s budget, narrative can be found on pages 403-417 of the Budget. Mr. Billeci discussed the declining numbers of youth on probation and youth in detention and how the trends correlate to a decrease in funded positions. Supervisor Gioia thanked him for the transparency in his budget. Supervisor Mitchoff requested numbers of adults on probation as well as a breakdown of the numbers of AB 109 probationers versus non AB 109 probationers. 7. Public Works Director Brian Balbas presented a PowerPoint on the Public Works Department's budget, narrative can be found on pages 161-191 of the Budget, and explained the many varieties of tasks his department performs. Mr. Balbas emphasized the challenges with recruitment and retention for the department as well as the efforts in capital improvement planning and the continued implementation of Transportation funding and Gas Tax (Senate Bill 1) revenue. At the conclusion of the presentations, the Board opened the Public Hearing and asked for and received public comment. Public comments were made regarding understaffing at the Health Services and Employment and Human Services Departments. Additionally, the Human Services Alliance requested the Board reconsider an 8% cost of living increase for community-based organizations (up from the 3% recommended for the FY 2019-20 budget) as well as enhanced future engagement in the budget process. Supervisor Mitchoff requested statistics on the Contra Costa CARES program showing utilization for each of the years and how it ties to the annual funding as well as clarification on how the funds are distributed. The Board closed the Public Hearing. Taking into consideration the testimony it had received from staff and the public, the Board made no changes to the FY 2019-20 Recommended Budget as presented. The Board directed the County Administrator to prepare for Board adoption on May 7, 2019, the FY 2019-20 County and Special District Budgets including the position resolution necessary to carry out the Board's direction and return to the Board on May 7, 2019 for adoption of the FY 2019-20 Recommended Budget. Follow-Up Follow-Up 1. Board members asked for an update on the activities of the Contra Costa CARES Program. The Health Services Department reports the Contra Costa CARES Program provides comprehensive primary health care coverage and medical homes to low-income, uninsured adults 19 years of age or older residing in Contra Costa County who are ineligible for full-scope Medi-Cal or Covered California and whose household gross income does not exceed 138% of the Federal Poverty Level. A $28 capitated, per participant, per month payment is made to cover primary care services including basic laboratory and radiology services. Payments are made on a prospective basis at the beginning of the month. No co-payments are charged. Average monthly membership in: Fiscal Year 2016/17 was 2,832; Fiscal Year 2017/18 was 2,507; Fiscal Year 2018/19 projected is 3,154. Annual funding: the fiscal year 2019/20 funding of $1,500,000 will finance an average monthly enrollment of 4,464. Any unspent funds are rolled over for inclusion and use in the subsequent years budget. Contra Costa CARES provided the attached two-page summary of year Three of the Program (Attachment A). They are working on the full report and expect to have that available by the end of May, 2019. 2. Health Services was directed to return with a chart depicting total salaries and benefits costs as a percentage of the total expenditures for the Hospital and Clinics for fiscal year 2019-20 (Attachment B ). Health Services was also asked to provide a comparison, accounting for inflation, of what the Net County Cost from the FY 2008-09 Adopted Budget ($61,071,724) could fund as compared to what it is able to fund in the FY 2019-20 Recommended Budget ($56,358,712). Based on the Department of Labor and Statistics Consumer Price Index Inflation Calculator, $61,071,000 in July 2008 has the same buying power as $70,576,000 in March 2019. 3. The Employment and Human Services Department presented its annual update on CalFresh to the Family and Human Services Committee on Monday, April 22nd. Please see item C.174 for that report and presentation. A follow-up analysis, assessing the CalFresh enrollment efforts will be presented to the Family and Human Services Committee at their June 10th meeting. This presentation will likely be referred to the full Board for discussion at a July meeting. Employment and Human Services and County Administration staff confirmed the additional $300,000 for the CalFresh expansion to include Supplemental Security Income recipients will be leveraged by federal funds. Total expenses are subject to a 50% federal participation and 50% County cost. Effectively, that results in a 1:1 match. 4. The Sheriff’s Office reports the vacancy factor of $5.65 million to equate to 34 sworn positions or 56 civilian positions. The vacancy factor remains unchanged from FY 2018/19. With the increased salary and benefits costs in FY 2019/20, the net number of vacant positions needed to meet the vacancy factor is fewer than in 2018/19. The Sheriff’s Office has also reported historical data on total bookings and the average daily population (ADP) over the last 10 years (Attachment C). It should be noted that individuals participating in Custody Alternative Facility (CAF) programs have been sentenced to jail, but are eligible to serve their sentence through alternative means, such as the Work Alternative and Electronic Home Detention programs, effectively diverting them from physical custody. Since CAF participants are technically “in-custody” with the Sheriff’s Office, they are reported as a separate line item in ADP. In addition, the rated bed capacity and 2018 ADP have also been provided in Attachment C to illustrate the most recent utilization rate of beds by facility. The low utilization of the medium and low security facilities is largely due to two primary factors: (1) The impacts of public safety realignment, including AB 109 and the decriminalization of many low-end offenses through subsequent legislation, over the past decade. As an illustration, the Marsh Creek Detention Facility is designed to house low security, sentenced, male inmates that must serve their sentence in a County jail. Currently, much fewer inmates fall into that category than in prior years; and (2) For the West County Detention Facility, the discontinuation of the U.S. Immigration and Customs Enforcement portion of the US Marshal’s contract in the middle of 2018 resulted in a reduction to the number of beds used for that purpose. This contributes to a reduced ADP for 2018. 5. The District Attorney's Office was requested to provide historical data on the number of filings and the number of attorneys. In Attachment D, the District Attorney’s Office has reported 10 years of the number of attorneys. In Attachment D, the District Attorney’s Office has reported 10 years of historical data on the number of misdemeanor and felony filings and trials, as well as the number of attorneys. Attachment D also provides a breakdown of the FY 2019-20 budget by functional area. 6. A breakdown of the total budget by program area and historical trends in referrals were requested of the Public Defender's Office. Attachment E shows graphic depictions of the FY 2019-20 Recommended Budget for the Public Defender as well as bar charts depicting caseload trends. 7. The Probation Department has provided historical data on the number of adult probationers over the last five (5) years (Attachment F). In 2017, there was a small increase that was due to improved record keeping practices which resulted in higher counts compared to prior years. It should be noted that the number of adult probationers has remained relatively consistent over the past five (5) years. Attachment F also shows the breakdown of the number of regular probationers and those mandated by AB 109. AB 109 mandates county probation departments to supervise two (2) distinct populations: (1) Post-Release Community Supervision (PRCS) - Inmates released from the California Department of Corrections and Rehabilitation after serving a commitment for non-serious, non-violent, or non-high-risk sex offenses. State parole had previously supervised this population; and (2) Mandatory Supervision (MS) – A population of offenders, which under Section 1170(h) of the Penal Code are not eligible for incarceration in prison but rather can serve a sentence in county jail. The Court can order this group to serve their sentence in jail or to “split” the sentence between jail custody and a separate period of MS. Position Resolution A position resolution is required to effectuate the position modifications, additions and deletions identified in the Recommended Budget. The resolution is provided to the Board as a companion item (Resolution No. 2019/47) on today's agenda. Resolution No. 2019/47 includes positions in the departments: Agriculture, Board of Supervisors (Merit Board), Child Support Services, County Administrator, District Attorney, Employment and Human Services, Human Resources, Probation, Public Defender, Public Works, and Contra Costa County Fire Protection District departments. Additional positions in various departments will be held vacant in order to achieve prescribed vacancy factor dollar savings. CONSEQUENCE OF NEGATIVE ACTION: Changes to any recommended programs will require an equivalent reduction in funds from other County priorities in order to adhere to the Budget Policy to adopt a balanced budget. CLERK'S ADDENDUM Public Speakers: Suzanne Llewellyn (article provided and attached), Kathy Greene, Jaime Cader, Vickey Dominguez, Catrinci Beverly, Yen Do, Rosa Vargas, William Casey, Francisco Torres, Melvin Willis, Patricia Aguia, Elsa Stevens, Audrey Jenkins, Rebecca Ruiz, Dan Geiger. Adopt the budget as presented with the following referrals: Direct a BOS subcommittee to examine service gaps and unmet needs, from both a funding and a staffing perspective. Establish a workgroup that includes Health Services, Employment and Human Services, and community based organizations to discuss issues related to the county budget and funding. AGENDA ATTACHMENTS FY 2019-20 Recommended Budget Attachments A-F MINUTES ATTACHMENTS Public Comment Budget Justice Coalition letter County of Contra Costa California Recommended Budget Fiscal Year 2019 – 2020 COUNTY OF CONTRA COSTA RECOMMENDED BUDGET 2019-2020 Presented to the Board of Supervisors JOHN M. GIOIA Chair Supervisor, District I CANDACE ANDERSEN DIANE BURGIS Supervisor, District II Supervisor, District III KAREN MITCHOFF FEDERAL D. GLOVER Supervisor, District IV Supervisor, District V By David Twa County Administrator Fiscal Years BeginningJuly 1, 2011July 1, 2012July 1, 2013July 1, 2014July 1, 2015July 1, 2016July 1, 2017July 1, 2018 TABLE OF CONTENTS Page County of Contra Costa FY 2019-2020 Recommended Budget i BUDGET MESSAGE ..................................................................................................................... 1 OVERVIEW County Profile ......................................................................................................................... 5 Long-Term Financial Planning and Policies .......................................................................... 10 Budget Process ..................................................................................................................... 22 Budgetary Basis for Accounting ............................................................................................ 24 FY 2019-20 Key Budget Issues ............................................................................................. 25 Historical Perspective ............................................................................................................ 31 County Organizational Chart ................................................................................................ 38 Standing Committees of the Board of Supervisors and Affiliated Organizations ................... 39 Board of Supervisors Advisory Bodies ................................................................................... 40 Organization of the Recommended Budget Book ...................................................................... 41 DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP General Government: Functional Group Summary .............................................................. 45 Agriculture/Weights and Measures ................................................................................ 47 Assessor ......................................................................................................................... 55 Auditor–Controller .......................................................................................................... 59 Board of Supervisors ...................................................................................................... 65 Capital Improvements .................................................................................................... 69 Central Support Services ............................................................................................... 71 Clerk-Recorder-Elections ............................................................................................... 75 Conservation and Development ..................................................................................... 87 Contingency Reserve ................................................................................................... 111 County Administrator .................................................................................................... 113 County Counsel ............................................................................................................ 119 Crockett/Rodeo Revenues ........................................................................................... 123 Debt Service ............................................................................................................... 125 Department of Information Technology ........................................................................ 129 Employee/Retiree Benefits ........................................................................................... 139 General Purpose Revenue ............................................................................................ 141 Human Resources ....................................................................................................... 143 Library .......................................................................................................................... 149 Public Works ............................................................................................................... 161 Treasurer–Tax Collector .............................................................................................. 193 Health and Human Services: Functional Group Summary ................................................ 197 Child Support Services ................................................................................................. 199 Employment and Human Services ............................................................................... 205 Health Services ............................................................................................................ 253 Veterans Service .......................................................................................................... 363 Law and Justice: Functional Group Summary .................................................................. 367 Animal Services ........................................................................................................... 369 Conflict Defense ........................................................................................................... 375 TABLE OF CONTENTS Page ii County of Contra Costa FY 2019-2020 Recommended Budget Law and Justice: Functional Group Summary (continued) District Attorney ............................................................................................................ 377 Justice Systems Development/Planning ...................................................................... 393 Probation ...................................................................................................................... 403 Public Defender ............................................................................................................ 419 Public Safety Realignment ........................................................................................... 427 Sheriff-Coroner ............................................................................................................. 429 Superior Court Related Functions ................................................................................ 451 FIRE DISTRICTS Contra Costa County Fire Protection District ...................................................................... 461 Crockett-Carquinez Fire Protection District… ...................................................................... 471 COUNTY SUMMARY INFORMATION All County Funds - Recommended Sources Pie Chart ....................................................... 473 All County Funds - Recommended Requirements Pie Chart .............................................. 475 All County Funds - Total Requirements Summary By Fund ................................................ 476 All County Funds - Summary .............................................................................................. 479 All County and Districts Major Funds .................................................................................. 480 Major Fund: General Fund - Summaries By Functional Group ........................................... 484 General Fund Summary of Expenditures and Revenues with Compensation Information .. 488 General Purpose Revenue Distribution ............................................................................... 489 Appropriations by Department .............................................................................................. 492 Appropriations by State Function Code ............................................................................... 493 Position Summary ............................................................................................................... 494 Employee Retirement Rate Information ............................................................................... 496 Discussion of Major Revenue Sources ............................................................................... 497 Revenues By Type .............................................................................................................. 506 Expenditures By Type ......................................................................................................... 514 Changes in Projected Fund Balance ................................................................................... 524 Capital Improvement Plan ................................................................................................... 527 Current Debt Position .......................................................................................................... 533 Performance Measurement Program .................................................................................. 538 APPENDIX Countywide Program Modification List. ................................................................................ 539 Mandatory/Discretionary List by Department ....................................................................... 545 Mandatory/Discretionary List by Service and Level ............................................................. 579 County Fund Definitions ...................................................................................................... 619 Budgetary Fund Structure ................................................................................................... 621 Table of Funds – Financial Fund Order ............................................................................... 623 Fund-Department Relationship ........................................................................................... 633 Glossary of Acronyms & Terms ............................................................................................ 637 Subject Index ....................................................................................................................... 653 March 29, 2019 Board of Supervisors Contra Costa County Martinez, CA 94553 Dear Board Members: After several years of relative stability, we now enter a period of needing to adjust our County Budgets to meet challenges due to the uncertainty of countywide revenue streams (especially in the Health Services and the Employment and Human Services departments), compounded by sharply rising wage and benefit costs. Although relatively stable over the last ten years, General Purpose Revenue subsidies to the County hospital have again begun to have an impact on countywide provision of services. We can expect reduced funding available for programs in the foreseeable future, and this will necessitate cuts throughout the County’s program areas. In spite of this, our goal is to continue to be fiscally conservative and avoid future fiscal ups and downs. The Board, Department Heads, and the entire County workforce will continue to work together to retain the balance in this budget that includes recommendations for appropriation of $3.698 billion ($1.705 billion General Fund) for FY 2019-20 and beyond. In addition to a structurally balanced budget for the eighth consecutive year, there were a number of key accomplishments this past year to be justifiably proud of: Developed a comprehensive zoning ordinance that will permit and regulate commercial cannabis businesses. The related cannabis tax (Measure R) approved in November 2018 will enable orderly, well-regulated sale, cultivation and manufacture of cannabis products from businesses located in the unincorporated area beginning in 2019. Launched an online document center to allow public access to over 128,300 records of the Board of Supervisors, including meeting agendas, minutes, ordinances and resolutions dating back to 1852; and implemented a new reporting process for advisory body seats across 78 active boards, resulting in a nearly 17% reduction in vacant seats as compared to last year. Established 40 Prescription Drug Drop Kiosks in pharmacies so that residents can drop off their unused, expired or unneeded prescription medicines. County Administrator County Administration Building 651 Pine Street, 10th Floor Martinez, California 94553-1229 (925) 335-1080 David J. Twa County Administrator Board of Supervisors John M. Gioia 1 st District Candace Andersen 2 nd District Diane Burgis 3 rd District Karen Mitchoff 4 th District Federal D. Glover 5 th District Contra CostaCounty 2 County of Contra Costa FY 2019-20 Recommended Budget Introduced a Food Inspector app to keep residents aware of the health violations and quality of local eateries, providing full information on every restaurant in the area. Leveraged technology to streamline hiring processes and improve user experience by implementing paperless requisition and hiring, and launching online un-proctored testing, online reference checking, online I-9 completion and verification, online scheduling for candidate fingerprinting, and expanding online benefits enrollment to all active employees. Launched Video Story Time through the Library’s YouTube channel. Each playlist includes songs, rhymes, finger plays and stories. This gives everyone the opportunity to enjoy story time at any time. Implemented the Senior Veterans Benefits Program. Intended to target our senior and elderly Veteran population, working with long-term care facilities to ensure that Veterans and surviving spouses can access free VA benefits claims assistance (often times Veterans are illegally charged for this service by businesses in the community). Facilitated development of hundreds of units of affordable housing, including 42 units at the Heritage Point project in North Richmond, which broke ground in 2018. Partnered with Mental Health to provide Functional Family Therapy, Health Housing and Homeless programs to enhance services for adults and transitional age youth, and with the County Office of Education to insure a smooth community transition for youth reintegrating to the community from a commitment program. Additionally, partnered with community-based organizations such as Bay Area Community Resources and RYSE to provide enhanced reentry services to youth. Awarded two major federal grants totaling over $1.1 million to the Alliance to End Abuse in partnership with the District Attorney’s Office to address human trafficking in Contra Costa County. Implemented the use of text messaging in the Employment and Human Services’ Community Services Bureau to communicate with Head Start program parents and caregivers about their engagement with the program and the status of their children during the day. Received the Government Finance Officers’ Association Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation awards. The County’s long-term, strategic goal continues to be the provision of public services that improve the quality of life of our residents and the economic viability of our businesses. This goal provides the context for decisions regarding this Recommended Budget. The FY 2019-20 Recommended Budget continues to provide for essential community services to our residents and minimizes adverse impacts to the community. However, as per the norm, once the State Budget is adopted, we likely will need to consider budget adjustments and will provide the Board with options at that time. . County of Contra Costa FY 2019-20 Recommended Budget 3 The County Board, Department Heads, and Employees all worked together to address the budget issues facing the County. I particularly want to thank Department Heads and all of our employees for their dedication, as well as their valuable and thoughtful input throughout the process. Our goal has been to ensure a fair and transparent budget process and to produce a user-friendly budget document. A great deal of effort has been put into developing and producing this budget. The Recommended Budget represents a work plan to achieve our mission, priorities and goals in the coming year. Beginning on Page 25 is a discussion of a number of Key Budget Issues affecting the County. Below are the key issues facing the County that have particularly informed or impacted the development of our budget for FY 2019-20. Labor The County bargained in 2018 with the majority of its labor partners to extend contracts that would provide for increased wages, and provided for significant increases to the employee health benefit subsidies. The increased benefits were necessitated by the difficulty in hiring, compounded by low unemployment rates throughout the Bay Area. The County will continue to promote a long-term rebalancing plan to reduce our expenditures and restructure our service delivery to provide the most effective services within annual available resources. Currently, the following key labor contracts are in active negotiations: 1. In-Home Supportive Services workers (IHSS) 2. Physicians and Dentists Organization, representing employees in Health and Human Services mainly at the Contra Costa Regional Medical Center and Clinics 3. Deputy Sheriffs Association - Rank and File, Management, and Probation units, representing employees in the Sheriff’s Department, and the Probation Department, and 4. District Attorney Investigators Association, representing employees in the District Attorneys Department. With the exception of IHSS and the Physicians group whose contracts have expired, these contracts do not expire until July 1, 2019. The County will be challenged to meet all of the likely requests for increased wages and benefits from these groups. Successful contract negotiation is key to maintaining fiscal stability. The majority of the County’s remaining labor contracts extend through June 30, 2022. Capital Improvements The County Board of Supervisors is on track with the replacement of the County’s Emergency Operations Center and the County Administration Buildings. These two projects are expected to be completed by the middle of 2020. The financing for these facilities requires debt service, which was budgeted beginning in fiscal year 2017-18, of $8.0 million per year for the fifteen-year life of the bonds. In addition, the Board discussed policies for the next five-year plan to help reduce the County’s backlog of deferred maintenance by setting priorities for reducing the County inventory of owned facilities. The Chief Assistant County Administrator will continue to Overview  County of Contra Costa FY 2019-2020 Recommended Budget 5 COUNTY PROFILE Contra Costa County was incorporated in 1850 as one of the original 27 counties of California. A five-member Board of Supervisors, each elected to four-year terms, serves as the legislative body of the County, which has a general law form of government. Also elected are the County Assessor, Auditor-Controller (the ‘County Auditor-Controller’), Clerk-Recorder, District Attorney, Sheriff-Coroner and Treasurer-Tax Collector (the ‘County Treasurer’). The County Administrator, David Twa, is appointed by the Board and is responsible for running the day-to-day business of the County. The County Administrator is also responsible for presenting the Board with a Recommended Budget for consideration of adoption as the Final (Adopted) Budget, which will serve as the foundation of the County’s financial planning and control. Contra Costa County Elected Offices Expiration of Name Office Current Term John M. Gioia Supervisor, District I January 2, 2023 Candace Andersen Supervisor, District II January 4, 2021 Diane Burgis Supervisor, District III January 4, 2021 Karen Mitchoff Supervisor, District IV January 2, 2023 Federal D. Glover Supervisor, District V January 4, 2021 Gus S. Kramer Assessor January 2, 2023 Robert R. Campbell Auditor-Controller January 2, 2023 Joseph E. Canciamilla Clerk-Recorder January 2, 2023 Diana Becton District Attorney January 2, 2023 David O. Livingston Sheriff-Coroner January 2, 2023 Russell V. Watts Treasurer-Tax Collector January 2, 2023 Overview 6 County of Contra Costa FY 2019-2020 Recommended Budget  Contra Costa is one of nine counties in the San Francisco-Oakland Bay Area and the ninth most populous county in California with an estimated population of 1,149,363 as of January 1, 2018. The County covers about 733 square miles and extends from the northeastern shore of the San Francisco Bay easterly about 50 miles to San Joaquin County. The County is bordered on the south and west by Alameda County and on the north by the Suisun and San Pablo Bays. The western and northern shorelines are highly industrialized, while the interior sections are suburban/residential, commercial and light industrial. The County contains 19 cities, including Richmond in the west; Antioch in the northeast; and Concord in the center. Population growth in the County during the past several years has been strongest in unincorporated areas as well as in the cities of Antioch, Brentwood, Hercules, Oakley, Pittsburg and San Ramon. Five-Year Population Distribution (1) (as of January 1 of each year) 2014 (2) 2015 (2) 2016 (2) 2017 (2) 2018 Antioch 110,028 111,973 113,495 112,280 113,061 Brentwood 55,353 57,072 59,058 61,383 63,042 Clayton 11,096 11,159 11,262 11,342 11,431 Concord 126,851 128,063 128,280 128,282 129,159 Danville 42,145 42,491 43,287 44,048 44,396 El Cerrito 23,980 24,132 24,490 24,674 24,939 Hercules 24,430 24,578 24,909 26,185 26,317 Lafayette 24,321 24,732 25,041 25,416 25,655 Martinez 36,497 36,931 37,224 37,831 38,097 Moraga 16,337 16,434 16,581 16,866 16,991 Oakley 38,864 39,609 40,327 41,116 41,742 Orinda 18,083 18,578 18,838 19,012 19,199 Pinole 18,560 18,660 18,827 19,101 19,236 Pittsburg 66,053 67,119 68,133 71,342 72,647 Pleasant Hill 33,708 33,918 34,232 34,944 35,068 Richmond 108,447 109,568 110,886 110,114 110,967 San Pablo 30,196 30,498 30,972 31,383 31,593 San Ramon 76,472 77,470 78,729 81,354 82,643 Walnut Creek 67,954 68,652 70,340 70,558 70,667 Subtotal 929,375 941,637 954,911 967,231 976,850 Unincorporated 167,797 169,506 171,913 172,082 172,513 Total 1,097,172 1,111,143 1,126,824 1,139,313 1,149,363 (1) Columns may not total due to independent rounding (2) Revised Source: California Department of Finance Overview County of Contra Costa FY 2019-2020 Recommended Budget 7 Population Demographics Gender Race and Hispanic Origin* Male 48.90% One Race 92.60% Female 51.10% White 57.10% Black or African American 8.20% American Indian and Alaska Native 0.50% Age Asian 17.00% Under 5 years 5.70% Native Hawaiian and Other Pacific Islander 0.50% 5 - 19 years 19.30% Some other race 9.30% 20 - 64 years 59.60% 65+ years 15.30% Two or More Races 7.40% *Hispanics may be of any race and are included in applicable race categories (25.7%) Source: US Census Bureau, 2016 American Community Survey 1-Year Estimates, Contra Costa County Educational attainment of a bachelor’s degree or higher, according to the U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates, was 40.7% of the County population up from 37.6% in 2009. The County’s employment economy is very diverse: major industries include health care, petroleum refining, telecommunications, financial and retail services, steel manufacturing, prefabricated metals, chemicals, electronic equipment, paper products and food processing. Most of the County’s heavy manufacturing is located along the County’s northern boundary fronting the Suisun Bay and San Pablo Bay leading to San Francisco Bay and the Pacific Ocean. The table below highlights the principal, non-government, industry employers in the County. Employment by Industry Annual Averages - Ranked for 2017 2013 2014 2015 2016 2017 Wage & Salary Employment Educational & Health Services 59,500 61,500 64,100 67,400 69,200 18.7% Trade, Transportation & Utilities 58,700 60,400 62,500 64,800 65,300 17.6% Professional & Business Services 52,100 53,200 50,900 52,000 54,400 14.7% Government 48,200 49,200 49,300 49,900 50,400 13.6% Goods Producing 37,100 37,100 37,800 39,700 41,100 11.1% Leisure & Hospitality 35,400 36,300 38,300 40,100 40,800 11.0% Financial Activities 25,300 25,000 26,300 26,900 27,300 7.4% Other Services 12,100 12,500 12,700 12,900 13,000 3.5% Information 8,600 8,300 8,300 8,000 8,000 2.2% Farm 800 800 700 800 800 0.2% Source: State of California, Employment Development Department, Labor Market Information Division, March 2018 Benchmark Overview 8 County of Contra Costa FY 2019-2020 Recommended Budget  Principal Employers: Current and Ten Years Ago (Excluding Government Employers) 2018(1) 2008(2) Employer Estimated Employees Estimated Employees Rank Chevron Corporation 10,000+ 4,700 1 Bay Alarm Co. 1,000 - 4,999 Bio-Rad Laboratories, Inc. 1,000 - 4,999 1,700 4 Chevron Global Downstream LLC 1,000 - 4,999 Chevron Richmond Refinery 1,000 - 4,999 Chevron Technology Ventures 1,000 - 4,999 Job Connections 1,000 - 4,999 John Muir Hospital Concord 1,000 - 4,999 John Muir Hospital Walnut Creek 1,000 - 4,999 John Muir Medical Center 1,900 3 John Muir Medical Center-Concord 1,000 - 4,999 1,500 5 Kaiser Permanente 900 9 Kaiser Permanente Antioch 1,000 - 4,999 Kaiser Permanente Walnut Creek 1,000 - 4,999 Kaiser Foundation Hospital 2,300 2 La Raza Market 1,000 - 4,999 Martinez Medical Offices 1,000 - 4,999 St. Mary's College of California 1,000 - 4,999 USS-POSCO Industries 1,000 - 4,999 975 8 Broadspectrum Americas 500 - 999 Robert Half International 500 - 999 Santa Fe Pacific Pipe Lines 500 - 999 Shell Oil Products 500 - 999 Sutter Delta Medical Center 500 - 999 850 10 Doctors Medical Center 1,000 6-7 Liberty Mutual Insurance Co. 1,000 6-7 (1) Source: State of California Employment Development Department, extracted from the America's Labor Market Information System (ALMIS) Employer Database, 2019 1st Edition. (2) Source: Rich’s everyday Sales Prospecting Directory (2008) – Contra Costa County Between 2013 and 2017 the County’s jobless rate decreased from 7.50% to 3.80%, below the statewide averages of 8.90% and 4.80%, respectively (not seasonally adjusted). As reflected on the following table, the County has achieved a lower unemployment rate than that of the State in each of the prior five calendar years for which official information is published. Employment and Unemployment of Labor Force by Annual Average 2013* 2014* 2015* 2016* 2017 County Civilian Labor Force 538,000 540,900 547,500 557,000 563,900 Employment 497,700 507,500 520,000 532,200 542,500 Unemployment 40,300 33,400 27,500 24,800 21,400 Unemployment Rate County 7.50% 6.20% 5.00% 4.50% 3.80% State of California 8.90% 7.50% 6.20% 5.50% 4.80% * Revised Source: State of California, Employment Development Department, Local Area Unemployment Statistics Overview County of Contra Costa FY 2019-2020 Recommended Budget 9 Contra Costa County traditionally has higher per capita income levels than those of the State. The following information is the latest available total personal income and per capita personal income for the County and the State for calendar years 2013 through 2017. Personal Income Calendar Years 2013 through 2017 2013 2014 2015 2016 2017† Personal Income (thousands of dollars) County 67,290,115 71,164,468 77,914,957 82,204,425 87,810,279 California 1,885,672,400 2,021,640,000 2,173,299,700 2,259,413,900 2,364,129,400 Per Capita Income (dollars) County 61,435 64,056 69,195 72,195 76,527 California 49,173 52,237 55,679 57,497 59,796 † Most recent year for which annual data is available Source: United States Department of Commerce, Bureau of Economic Analysis A primary source of revenue for the County is generated from property taxes. The following table contains information on the current top ten principal property taxpayers in the County compared to ten years ago. Principal Property Taxpayers - Ranked by Assessed Value(1) Current Year and Ten Years Ago (in Thousands) (unaudited) FY Ended June 30, 2018 FY Ended June 30, 2008 Taxpayer Taxable Assessed Value Secured and Unitary Rank % of Taxable Assessed Value Taxable Assessed Value Secured and Unitary Rank % of Taxable Assessed Value Chevron USA $3,405,224 1 1.79% $6,843,072 1 4.49% Equilon Enterprises LLC 1,597,288 2 0.84 4,002,788 2 2.63 Tesoro Refining Marketing 1,145,265 3 0.60 2,092,737 3 1.37 Phillips 66 Company 1,008,681 4 0.53 SDC 7 838,352 5 0.44 First Walnut Creek Mutual 697,960 6 0.37 BRE Properties, Inc. 597,825 7 0.31 Sierra Pacific Properties, Inc. 543,445 8 0.29 NRG Delta LLC 542,275 9 0.29 Shadelands Park LLC 394,262 10 0.21 Tosco Corporation 1,648,867 4 1.08 Pacific Gas & Electric 1,113,308 5 0.73 Sunset Land Company 727,775 6 0.48 Seeno Construction Co. 558,770 7 0.37 AT&T/Pacific Bell 538,855 8 0.35 Mirant Delta/Delta Energy Ctr 523,866 9 0.34 USS Posco Industries 488,414 10 0.32 Total $10,770,577 5.67% $18,538,452 12.16% (1) Beginning in FY 2003-2004, a refined methodology was used to determine the principal taxpayers. The assessed value of the property of all of a listed taxpayer's component entities are included. Also, ranking is based on assessed valuation which may be different from taxes paid due to special purpose levies paid by some taxpayers. Source: Office of the Treasurer-Tax Collector, Contra Costa County, California Overview 10 County of Contra Costa FY 2019-2020 Recommended Budget  LONG-TERM FINANCIAL PLANNING & POLICIES Contra Costa County has adopted the following Mission, Vision and Values to assist in its decision-making process to provide a full array of services to its residents: Mission Contra Costa County is dedicated to providing public services which improve the quality of life of our residents and the economic vitality of our businesses Vision Contra Costa County is recognized as a world-class service organization where innovation and partnerships merge to enable our residents to enjoy a safe, healthy and prosperous life Values Contra Costa County serves people, businesses and communities. Our organization and each one of our employees value: Clients and Communities Partnerships Quality Service Accountability Fiscal prudence Organizational excellence The County is committed to prudent fiscal management and engages in targeted long-term financial planning when possible and appropriate. Some examples of the County’s current long- term financial planning include: Reduce the County’s Other Post-Employment Benefits (OPEB) Long-term Liability. In 2007 the Board of Supervisors set the following specific goals to address the OPEB liability: o to fully comply with GASB Statement 45, which has been superseded by GASB Statement 75; o to adopt and follow an OPEB financing plan, which balances the County’s requirement to provide public services with its desire to provide competitive health care benefits to our employees; o to minimize collateral detrimental impact to the provision of services to indigents, including indigent health care in the County; and o to pursue and support Federal and State Legislation. The OPEB financing plan includes an annual allocation of resources for pre- funding the OPEB liability currently budgeted at $20 million. The County has included this allocation in each adopted annual budget since FY 2008-09. Health plan changes, caps on County contributions and labor concessions, in addition to annual pre-funding contributions, have assisted in reducing the County’s Unfunded Actuarial Accrued Liability (UAAL) since 2006 from $2.57 billion to $662.5 million. The County implemented GASB 75 for the FY 2016-17 Comprehensive Annual Financial Report (CAFR) and subsequently completed a new OPEB actuarial valuation as of January 1, 2018 using the updated Overview County of Contra Costa FY 2019-2020 Recommended Budget 11 accounting standards included in GASB 75. The actuarial valuation, rolled forward to June 30, 2018, indicated that the County had prefunded 28.9% of its OPEB liability, with total OPEB trust assets of $269.6 million. The next OPEB actuarial valuation is scheduled to be performed as of January 1, 2020. In 2007, the Board of Supervisors also established a Real Asset Management Program (RAMP). The objective of RAMP is to maximize the value of unused and vacant County-owned office space by avoiding and terminating leases. With the adoption of the FY 2012-13 Recommended Budget, the Board established a dedicated funding stream for the County’s Capital Improvement Plan. Capital Improvement Plan information is on Pages 69-70 and 527-532. In 2012, the State of California enacted the Public Employees’ Pension Reform Act of 2013 (PEPRA). PEPRA established new pension tiers of 2.5% at 67 for County General employees and 2.7% at 57 for Safety employees. PEPRA did not define the pension cost of living adjustment (COLA). By default, the pension COLA for the majority of new County employees in the PEPRA tier was 3%. Negotiations to achieve a 2% pension COLA for this tier have been successfully completed for all of the County’s 18 labor groups. These new tiers are expected to achieve savings over time. (see Pension Benefits on Page 29). To further assist with long-term financial planning, the Board of Supervisors has adopted a comprehensive set of financial management policies to provide for: (1) the adoption and maintenance of an annual balanced budget; (2) the annual adoption of a policy for the prudent investment of County funds; (3) establishment and maintenance of a General Fund reserve; (4) establishment of parameters for issuing and managing debt; and (5) establishment of a Workers' Compensation confidence level. Each of the financial management policies is included or summarized below and available by contacting the County Administrator's Office at (925) 335-1023 and on the County's website under Financial Information at: http://ca-contracostacounty.civicplus.com/2142/Financial-Policies. Budget Policy Recognizing that the establishment and maintenance of a budget policy is a key element in enhancing the management of the County’s finances and management of the County’s credit quality, the Board of Supervisors established a County Budget Policy in November of 2006, revised in December 2013 and reviewed in November 2016, which states: 1. Contra Costa County shall annually adopt a budget that balances on-going expenditures with on-going revenue. 2. Contra Costa County shall adopt a budget each year early enough (and no later than May 31) to allow all impacts on programs and/or revenues to be in effect by July 1. 3. Contra Costa County shall prepare multi-year (3-5 year) financial projections as part of the annual budget planning process. 4. Contra Costa County shall at a minimum prepare formal mid-year budget reports to the Board of Supervisors detailing actual expenditures and projections through the remainder of the fiscal year. This report will include through December 31 of each year: a.actual net County cost by department by fund b.actual and budgeted expenditure by major object by department c. actual and budgeted revenue by major object by department d. If a particular cost center is projected to be over-budget, a report clearly indicating planned corrective action will be presented to the Board of Supervisors within 30 days of the mid-year report. If necessary, this report will include appropriation and revenue adjustments. Overview 12 County of Contra Costa FY 2019-2020 Recommended Budget  5. The County will not directly allocate a specific General Purpose Revenue source to specific programs/communities. The policy would not apply to mitigation revenue that is derived from a project and intended to offset the environmental impacts from the project on the “host” community. 6. Short-term funding sources shall be used for short-term requirements, one-time uses, or contingencies. 7. Revenue windfalls not included in the budget plan will not be expended during the year unless such spending is required in order to receive the funding. 8. Fee-for-service and federal/state revenue offsets will be sought at every opportunity. 9. As part of the annual budget process, each department shall analyze its fee structure in order to maintain maximum offset for services. 10. The Board of Supervisors shall make reserve funding available for venture capital to be used to increase efficiencies and economies in departments that do not have resources available within their normal operating budgets for such expense. Requests for these funds will be included as part of the annual budget process. 11. The year-end practice of “use it or lose it” shall be changed to “save it and keep it”. The County Administrator’s Office will continue to refine the concept of fund balance sharing as an incentive to departments to maximize resources. Some portion of fund balance credit may be used by operating departments for one-time expenditure. These one- time expenditures shall be used to maximize economy/service delivery/efficiencies/ employee satisfaction. Unless specific arrangements are made with the County Administrator’s Office, fund balance credit will be spent/encumbered within the following fiscal year. 12. The annual budget process will include funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. 13.The annual budget process will include a strategic planning and financing process for facilities renewal and new construction projects (short and long term capital budgets) and establishment of a comprehensive management program for the County’s general government real estate assets relative to acquisition, use, disposition, and maintenance. This capital improvement plan should be updated every five years and will integrate operating cost of new facilities and capital life-cycle costs. 14. Each fall, Contra Costa County shall prepare and make a formal budget report to the Board’s Finance Committee detailing earned revenues and expenditures for all mitigation and community benefit fees, trust and special revenue funds, and special Board appropriations during the prior fiscal year. The report shall identify amounts that were diverted from General-Purpose revenue in order to satisfy a special Board appropriation or other special revenue program. The Finance Committee shall review prior-year expenditures for consistency with the approved purpose of the fees, funds or special Board appropriations, and will forward recommendations for the subsequent budget year to the Board of Supervisors for consideration in the annual budget process. 15. Adopt the following definitions to be used in County policies with regard to special revenues: a. Mitigation fee: A monetary exaction other than a tax or special assessment, whether established for a broad class of projects by legislation of general applicability, such as Area of Benefit mitigation fees (County Ordinance Code §913-2.404)1, Drainage fees, and Park Dedication fees, or imposed on a specific project on an ad hoc basis, that is charged by a local agency to the applicant in connection with approval of a development project for the purpose of mitigating the 1 Area of Benefit mitigation fees are to be used specifically to improve the capacity and safety of the arterial road network within a defined boundary area as development occurs in order to mitigate traffic impacts generated by new development projects. Overview County of Contra Costa FY 2019-2020 Recommended Budget 13 impacts of the project on the affected community. Such fees are not intended to be a general-purpose revenue measure for the host community. b. Trust Fund: Funds held in trust for any beneficiary or for any purpose, in a separate fund and not commingled with any public funds, earning interest, and to be paid to the beneficiary of such trust upon the termination thereof, including moneys held as trustee, agent or bailee by the state, any county, city or town, or other political subdivision of the state, or any commission, committee, board or office thereof or any court of the state, when deposited in any qualified public depositary. Trust funds are limited to the following purposes as defined by Governmental Accounting, Auditing, and Financial Reporting: Pension, Investment, Private-Purpose and OPEB Irrevocable funds. c. Special Revenue Fund: Funds used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditure for specified purposes. Examples of special revenue funds are those established for the purpose of financing schools, parks, or libraries. d. Community Benefit Fee: Voluntary payment(s) made by a developer or project sponsor that benefit a defined community, either through capital or community program improvements. These funds, typically, have been intended for uses that will benefit the quality of life for the communities in which a project is approved. In the past, these funds have been identified for such uses as economic development, health care, education, infrastructure, transportation, etc. e. Special Board Appropriation: A designation by the Board of Supervisors dedicating a portion of one or more General-Purpose Revenue sources to a specific program or activity, and/or to benefit a specific geographic area. f. Special Revenues: Collectively, all of the preceding revenues. 16. Authorization for Mitigation and Community Benefit Fees and Their Allocation: a. Affirm that revenues from existing fees are to be administered by the Supervisor serving in the district for which the fee was created, unless specified otherwise when the fee was established or as an action of the Board of Supervisors, and may require Board of Supervisors approval prior to expenditure. b. Affirm that revenues from existing fees are to be used with the support and authorization (to be signified by sponsorship or co-sponsorship of a Board Order/Proposal) of the current Supervisor serving in the district where the fee originated, unless specified otherwise when the fee was created or as an action of the Board of Supervisors. c. Affirm that when fees are created in the future, the authorizing Board Order or Resolution must specify: the type of fee (mitigation or community benefit) in what geographic area the funds are to be used, e.g., countywide or limited to one or more supervisorial districts or areas within a supervisorial district; the specific purpose of the fee; the recommended process for allocating the funds; and the department that will be responsible for administration of the funds; measurable performance outcomes that demonstrate how the fee revenue has mitigated the project impacts and otherwise benefited the affected community. d.Affirm that no new fees are to be negotiated or created without input or consultation with the current Supervisor serving in the district where the land development project is located. Overview 14 County of Contra Costa FY 2019-2020 Recommended Budget  e. Affirm that fees developed for Countywide use will be administered by the full Board of Supervisors, with the goal of spending the money equally among supervisorial districts, unless specified otherwise when the fee is established. These fees will be assigned to and administered by a particular County department. 17.Pursue opportunities to secure new mitigation and community benefit fees, where appropriate. Venture Capital Resources Item 10. of the Budget Policy discussed earlier created a resource to improve departmental operations. Beginning in FY 2012-13 approximately $1 million in reserve funding was available for technology projects to be used to increase efficiencies and economies in departments that did not have resources available within their normal operating budgets for such expense. In the first year of the program, approximately $600,000 was allocated for projects that ranged from electronic appointment scheduling software to procurement system hardware and licenses. Since that time, an additional $7 million was allocated for a wide variety of projects including programming tools to develop workflow processes to automate repetitive tasks, replacement of an electronic deposit permit system, and high resolution monitors, software, and cameras for crime scene analysis. The Venture Capital program is very popular with departments and has met the County’s goal of allowing funding for many technological improvements that have saved significant staff time, thus allowing for more hands to be available for customer service and better overall service to the County as a whole. In FY 2019-20, departments requested over $5.48 million and the County Administrator is recommending $2.49 million for projects that include: Customer service enhancements in the Employment and Human Services and Conservation and Development departments, waiting area guest/employee Wi-Fi in 48 additional locations throughout County facilities, and network redundancy and IT security enhancements; and Technology improvements/upgrades in ten departments. Investment Policy California Government Code statutes and the County Investment Policy govern the County's investment pool activity. Those statutes and the Investment Policy authorize the County Treasurer to invest in securities issued by the U.S. Treasury, federal agency or U.S. government-sponsored enterprise obligations, supranational obligations, certain corporate bonds and notes, bankers' acceptances, certificates of deposit, commercial paper, repurchase agreements, the State of California Local Agency Investment Fund (LAIF) and authorized Joint Powers Authority. The Board of Supervisors (Board) approved its first Investment Policy in 1994 and the most recent update to the Investment Policy was on June 26, 2018. The complete Investment Policy, consisting of 38 pages, and which may be accessed at http://ca- contracostacounty.civicplus.com/560/Treasurer-Information , is summarized below: The County Investment Policy is reviewed and approved annually by the Treasury Oversight Committee and the Board of Supervisors; all amendments to the Investment Policy must be approved by the Board. The Board has established a seven-member Treasury Oversight Committee (seven statutory members and three alternates) pursuant to State Law. The Treasury Oversight Committee is responsible for conducting a quarterly review of the County investment portfolio, which is presented to the Board of Supervisors, and annually updating the Investment Policy. Members of the Treasury Oversight Committee are: the County Superintendent of Schools or his/her designee; a representative and one alternate selected by a majority of the Overview County of Contra Costa FY 2019-2020 Recommended Budget 15 presiding officers of the governing bodies of the school districts and community college districts in the County; a representative and one alternate selected by a majority of the presiding officers of the legislative bodies of the special districts in the County that are required or authorized to deposit funds in the County Treasury; a representative and one alternate appointed by the Board of Supervisors; and three members of the public nominated by the County Treasurer-Tax Collector. The Contra Costa County Investment Pool rating was affirmed by Standard & Poor's (S & P) on September 28, 2018. The Investment Pool was assigned a fund credit quality rating of "AAAf" and a fund volatility rating of "S1+." The "AAAf" rating is S & P's highest fund credit quality rating with the "S1+" volatility rating reflecting low sensitivity to changing market conditions. The Investment Pool has maintained its AAAf and S1+ ratings since first rated in November 2007. General Fund Reserve Policy Acknowledging the importance of building reserves during periods of financial strength so that such reserves can be drawn upon during economic downturns, the Board of Supervisors established a General Fund Reserve Policy in December 2005, that was revised in June 2011 to comply with implementation of GASB 54, which states: 1. Contra Costa County will strive to achieve a minimum unassigned General Fund balance of 5% of budgeted General Fund revenues and a minimum total General Fund balance of 10% of budgeted General Fund revenues; 2. Until such time as the County has an unreserved General Fund balance equal to at least 5% of budgeted General Fund revenues, no less than $2 million of year-end fund balance in any fiscal year shall be added to the appropriation for Contingency Reserve; 3. In the event the County realizes reserves above the minimum levels defined by this policy, the first use shall be to annually deposit the funds into an account designated for capital projects and other one-time uses, up to an amount equal to 1% of General Fund revenues per year; 4. Reserves may be drawn below the minimum level in order to address an unforeseen emergency, to fund a non-recurring expense, or to fund a one-time capital cost; but only following the adoption, by at least a four-fifths vote, of a resolution of the Board of Supervisors specifying the circumstances that justify the invasion of the minimum reserve level; and 5. Should reserves fall below the established minimum levels, a request to utilize reserve funds must be accompanied by recommendations for restoring, within three years, minimum reserve levels (fiscal stabilization plan). The County's audited financial report for fiscal year 2017-18 confirms compliance with the Reserves Policy. Debt Management Policy In December 2006, the Board of Supervisors established a Debt Management Policy, which was last updated February 26, 2019 (Resolution No. 2019/37), to fully incorporate amendments to the Securities and Exchange Commission (SEC) Rule 15c2-12 and modernize document retention procedures to allow for electronic document retention of debt issuance and management records. I. PURPOSE: The County recognizes the foundation of any well-managed debt program is a comprehensive debt policy. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The debt policy should recognize a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that a government maintains a sound debt position and that credit quality is protected. Advantages of a debt policy are as follows: Overview 16 County of Contra Costa FY 2019-2020 Recommended Budget  • enhances the quality of decisions by imposing order and discipline, and promoting consistency and continuity in decision making, • provides rationality in the decision-making process, • identifies objectives for staff to implement, • demonstrates a commitment to long-term financial planning objectives, and • is regarded positively by the rating agencies in reviewing credit quality. II. DEBT AFFORDABILITY ADVISORY COMMITTEE A. Purpose. By adoption of this Debt Policy, the Debt Affordability Advisory Committee is established. Its purpose is to annually review and evaluate existing and proposed new County debt and other findings and/or issues the committee considers appropriate. It is the task of this committee to assess the County’s ability to generate and repay debt. The committee will issue an annual report to the County Administrator defining debt capacity of the County. This review will be an important element of the budget process and will include recommendations made by the committee regarding how much new debt can be authorized by the County without overburdening itself with debt service payments. B. Members. The committee shall be composed of the Auditor-Controller, Treasurer-Tax Collector, Director/Conservation and Development Department, and County Finance Director. C. Debt Affordability Measures. The committee shall examine specific statistical measures to determine debt capacity and relative debt position and compare these ratios to other counties, rating agency standards and Contra Costa County’s historical ratios to determine debt affordability. From Moody’s Investors Service, the committee will evaluate the County against the following debt ratios from the most recent available national medians for counties in the “Aa” rating tier with populations of at least 1 million: 1. Direct net debt as a percentage of Assessed Valuation; 2. Overall net debt as a percentage of Assessed Valuation; 3. Assessed Valuation per-capita; 4. Available general fund balance as a percentage of revenues; and 5. General fund balance as a percentage of revenues. From Standard and Poor’s, the committee will evaluate the County against the following debt ratios from the most recent available national medians for counties in the “AAA” rating tier: 1. Assessed valuation per-capita; 2. Direct debt as percentage of governmental funds revenue; 3. Total government available cash as a percentage of debt service; 4. Total government available cash as a percentage of expenditures; and 5. Total debt service as a percentage of general fund expenditures. The Advisory Committee also evaluates the County against a group of cohort counties, namely, other large, urban counties in California. The Advisory Committee utilizes each respective cohort county’s most recently available CAFR to measure the County’s comparative performance on the various debt measures calculated by Moody’s and S&P as noted above, and also against the additional ratios below: 1. Direct debt per capita; and 2.Debt payments as a percentage of general fund revenues. III.COMPREHENSIVE CAPITAL PLANNING A. Planning. The County Administrator’s Office shall prepare a multi-year capital program for consideration and adoption by the Board of Supervisors as part of the County’s budget process. Annually, the capital budget shall identify revenue sources and expenditures for the coming current year and the next succeeding three fiscal years. The plan shall be updated annually. Overview County of Contra Costa FY 2019-2020 Recommended Budget 17 B. Funding of the Capital Improvement Program. Whenever possible, the County will first attempt to fund capital projects with grants or state/federal funding, as part of its broader capital improvement plan. When such funds are insufficient, the County will use dedicated revenues to fund projects. If these are not available, the County will use excess surplus from the reserve and debt financing, general revenues. The County shall be guided by three principles in selecting a funding source for capital improvements: equity, effectiveness and efficiency. 1. Equity: Whenever appropriate, the beneficiaries of a project or service will pay for it. For example, if a project is a general function of government that benefits the entire community, such as an Office of Emergency Services, the project will be paid for with general purpose revenues or financed with debt. If, however, the project benefits specific users, such as a building permit facility, the revenues will be derived through user fees or charges, and assessments. 2. Effectiveness: In selecting a source or sources for financing projects, the County will select one or more that effectively funds the total cost of the project. For example, funding a capital project, or the debt service on a project, with a user fee that does not provide sufficient funds to pay for the project is not an effective means of funding the project. 3. Efficiency: If grants or current revenues are not available to fund a project, the County will generally select a financing technique that provides for the lowest total cost consistent with acceptable risk factors and principals of equity and effectiveness. These methods currently consist of County issued debt, special funding programs funded by state or federal agencies, or special pool financing. Examples include funding pools like the Association of Bay Area Governments Participation Certificates. C. Maintenance, Replacement and Renewal/FLIP. The County intends to set aside sufficient current revenues to finance ongoing maintenance needs and to provide periodic replacement and renewal consistent with its philosophy of keeping its capital facilities and infrastructure systems in good repair and to maximize a capital asset’s useful life. D. Debt Authorization. No County debt issued for the purpose of funding capital projects may be authorized by the Board of Supervisors unless an appropriation has been included in the capital budget (Some forms of debt such as Private Activity Bonds for housing, Mello-Roos for infrastructure, and redevelopment bonds for infrastructure/facilities may not be appropriate for inclusion in the County capital improvement program. The policies for such forms of debt are included as Appendixes 4, 5, and 6). IV. PLANNING AND STRUCTURE OF COUNTY INDEBTEDNESS A. Overview. The County shall plan long- and short-term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The County Finance Director shall oversee and coordinate the timing, issuance process and marketing of the County’s borrowing and capital funding activities required in support of the capital improvement plan. The County shall finance its capital needs on a regular basis dictated by its capital spending pattern. Over the long-term this policy should result in a consistently low average interest rate. When market conditions in any one-year result in higher than average interest rates, the County shall seek refinancing opportunities in subsequent years to bring such interest rates closer to the average. The Debt Affordability Advisory Committee shall use the Government Financial Officers Association checklist set forth in Appendix 1 hereto in planning and structuring any debt issuances. B. Financing Team. The County employs outside financial specialists to assist it in developing a debt issuance strategy, preparing bond documents and marketing bonds to investors. The key team members in the County’s financing transactions include its financial advisor and outside bond and disclosure counsel, the underwriter and County representatives (the County Auditor-Controller, Treasurer-Tax Collector, and the County Finance Director, among others). Other outside firms, such as those providing paying agent/registrar, trustee, Overview 18 County of Contra Costa FY 2019-2020 Recommended Budget  credit enhancement, verification, escrow, auditing, or printing services, are retained as required. The County will issue Requests for Qualifications (RFQs) for financial advisor, bond and Tax counsel, disclosure counsel and underwriters every three years. The financing team shall meet at least semi-annually to review the overall financing strategy of the County and make recommendations to the County Administrator. C. Term of Debt Repayment. Borrowings by the County shall mature over a term that does not exceed the economic life of the improvements that they finance and usually no longer than 20 years, unless special structuring elements require a specific maximum term to maturity, as is the case with pension obligation bonds. The County shall finance improvements with a probable useful life less than five years using pay-go funding for such needs. Bonds sold for the purchase of equipment with a probable useful life exceeding five years are repaid over a term that does not exceed such useful life. D. Legal Borrowing Limitations/Bonds and other indebtedness. California Government Code Section 29909 limits General Obligation Bond indebtedness to five percent of the total assessed valuation of all taxable real and personal property within the County, excluding Public Financing Authority lease revenue bonds, Public Facility Corporation certificates of participation, Private Activity Bond, Mello-Roos special tax, and Assessment District Debt for which no legal limitations are currently in effect. E. Debt Features 1. Original issue discount or premium. The County’s bonds may be sold at a discount or premium, in order to achieve effective marketing, achieve interest cost savings or meet other financing objectives. The maximum permitted discount is stated in the Notice of Sale accompanying the County’s preliminary official statement on the Bond Purchase Agreement, as applicable. 2. Debt service structure/Level Debt Service. The County shall primarily finance its long- lived municipal improvements over a 20-year term or less, on a level debt service basis. This policy minimizes long-run impact on a funding department’s budget. The County will seek to continue this practice, unless general fund revenues are projected to be insufficient to provide adequately for this debt service structure. 3. Call provisions. The County shall seek to minimize the protection from optional redemption given to bondholders, consistent with its desire to obtain the lowest possible interest rates on its bonds. The County’s tax-exempt bonds are generally subject to optional redemption. The County seeks early calls at low or no premiums because such features will allow it to refinance debt more easily for debt service savings when interest rates drop. The County and its financial advisor shall evaluate optional redemption provisions for each issue to assure that the County does not pay unacceptably higher interest rates to obtain such advantageous calls. The County shall not sell derivative call options. 4. Interest rates. The County shall first consider the use of fixed-rate debt to finance its capital needs, except for short-term needs (such as short-lived assets) that will be repaid or refinanced in the near term; and may consider variable rate debt under favorable conditions. F. Other Obligations Classified as Debt/Other Post-Employment Benefits (OPEB)/Vested Vacation Benefits. OPEBs and vacation benefits are earned by County employees based on time in service. The County records these vacation benefits as earned in accordance with generally accepted accounting principles as established by the Governmental Accounting Board (GASB). The liability for the benefit is recorded on the Fund level financial statements. The expense is recorded during the conversion to the Government Wide financial statements in accordance with GASB standards. For Enterprise funds the expense and liability are accrued in the respective funds. In this initial policy, the amount of OPEB and vacation benefits will not be in measures used to evaluate the County’s debt affordability. However, the County’s net OPEB obligation is posted to the County’s balance sheet. Overview County of Contra Costa FY 2019-2020 Recommended Budget 19 V. METHOD OF SALE. The County will select a method of sale that is the most appropriate in light of financial, market, transaction-specific and County-related conditions, and explain the rationale for its decision. A. Competitive Sales. Debt obligations are generally issued through a competitive sale. The County and its financial advisor will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the County seeks to obtain the lowest possible interest rates on its bonds. Some of the conditions that generally favor a competitive sale include: 1. the market is familiar with the County; 2. the County is a stable and regular borrower in the public market; 3.there is an active secondary market with a broad investor base for the County’s bonds; 4. the issue has a non-enhanced credit rating of A or above or can obtain credit enhancement prior to the competitive sale; 5. the debt structure is backed by the County’s full faith and credit or a strong, known or historically performing revenue stream; 6. the issue is neither too large to be easily absorbed by the market nor too small to attract investors without a concerted sale effort; 7.the issue does not include complex or innovative features or require explanation as to the bonds’ security; 8.the issue can be sold and closed on a schedule that does not need to be accelerated or shortened for market or policy reasons; and 9. interest rates are stable, market demand is strong, and the market is able to absorb a reasonable amount of buying or selling at reasonable price changes. B. Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the County that would not be achieved through a competitive sale, the County may elect to sell its debt obligations through a private placement or negotiated sale, upon approval by the County Board of Supervisors. Such determination shall be made on an issue-by-issue basis, for a series of issues, or for part or all of a specific financing program. The following practices are recommended to be observed in the event of a negotiated sale: 1.ensure fairness by using a competitive underwriter selection process through a request for proposals distributed to the established underwriter pool so that multiple proposals are considered; 2. remain actively involved in each step of the negotiation and sale processes to uphold the public trust; 3. ensure that either an employee of the County, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities; 4. require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; 5. require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue; 6. request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee-splitting arrangements in connection with a bond issue to fully disclose to the County any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and 7. review the “Agreement among Underwriters” and insure that it is filed with the County and that it governs all transactions during the underwriting period. VI. REFINANCING OF OUTSTANDING DEBT. The County may undertake refinancings of outstanding debt under the following circumstances: Overview 20 County of Contra Costa FY 2019-2020 Recommended Budget  A. Debt Service Savings. The County may refinance outstanding long-term debt when such refinancing allows the County to realize significant debt service savings (2% minimum by maturity and a minimum 4% savings overall) without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year. The County may also consider debt refinancing when a primary objective would be the elimination of restrictive covenants that limit County operations. B. Defeasance. The County may refinance outstanding debt, either by advance refunding to the first call or by defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service. VII.CREDIT RATINGS A. Rating Agency Relationships. The County Finance Director, or designee, is responsible for maintaining relationships with the rating agencies that assign ratings to the County’s various debt obligations. This effort includes providing periodic updates on the County’s general financial condition along with coordinating meetings and presentations in conjunction with a new debt issuance. B. Quality of Ratings. The County shall request ratings prior to the sale of securities from at least two major rating agencies for public issuances of municipal bonds. Currently, there are three major rating agencies providing ratings to municipal issuers, including Moody’s Investors Service (“Moody’s), Standard & Poor’s Global Ratings (S&P) and Fitch Ratings. The County is currently rated by Moody’s and S&P. The County shall provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation of the County’s financial condition and to present details of the proposed issuance. The County shall make every reasonable effort to maintain its implied general obligation bond credit ratings. The County may, on a case by case basis, decide to obtain one or no ratings prior to a bond issuance if, after consulting with its financial advisor, bond counsel and disclosure counsel, it is determined that this is in the best interest of the County. VIII. MANAGEMENT PRACTICES. The County has instituted sound management practices and will continue to follow practices that will reflect positively on it in the rating process. Among these are the County development of and adherence to long-term financial and capital improvement plans, management of expense growth in line with revenues and maintenance of an adequate level of operating reserves. A. Formal Fiscal Policies. The County shall continue to establish, refine, and follow formal fiscal policies such as: Investment Policy, General Fund Reserve Policy, Budget Policy, and this Debt Management Policy. B. Rebate Reporting and Continuing Covenant Compliance. The County Finance Director, or designee, is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code and/or contracting for such service. This effort includes tracking investment earnings on debt proceeds, calculating rebate payments in compliance with tax law, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax- exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. C. Reporting Practices. The County will comply with the standards and best practices of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of federal regulatory agencies including the Securities and Exchange Commission and Internal Revenue Service; state agencies charged with the regulation of municipal securities, including the State Treasurer’s Office; and self-regulatory organizations such as the Municipal Standards Rulemaking Board. D. Post-Issuance Tax Compliance Procedures for Tax-Exempt and Tax-Advantaged Bonds. To assure it manages its debt obligations in accordance with all federal tax Overview County of Contra Costa FY 2019-2020 Recommended Budget 21 requirements, the County will comply with the Post-Issuance Tax Compliance Procedures for Tax-Exempt and Tax-Advantaged Bonds, as set forth in the policy appendix. E. Continuing Disclosure Procedures. To assure it manages its debt obligations in accordance with the terms of Continuing Disclosure Agreements included in individual bond issuances and federal and state regulations, the County has adopted policies and procedures set forth in the policy appendix. Workers' Compensation Confidence Level Policy In September of 2007 the Board of Supervisors established a Workers' Compensation funding policy that targeted a minimum confidence level of 80% ('confidence level' is a measure of the probability that the Workers' Compensation Internal Services Fund will have enough money to cover all benefits and claims that have been incurred). The 80% confidence level objective was exceeded in fiscal year 2017- 18 and was 95% as of June 30, 2018. Presently, the County pays approximately $26.4 million annually to the Workers' Compensation Internal Services Fund, down from a high of $37.0 million in FY 2006-07. The decrease can be attributed to changes in State law, changes in employee contracts, most particularly to the County’s return-to-work program, and adherence to the funding policy. The annual payments, along with a slow growth in loss experience and relatively flat payments, has resulted in a high confidence level of the Workers' Compensation Internal Service Fund. The County Administrator will continue to recommend reduced transfers to the fund, which will eventually result in reaching the targeted confidence level and freeing up these funds for other purposes. Employee Compensation. Employee compensation is governed by a variety of ordinances, policies and Memoranda of Understanding. Each of these documents are available for review at https://ca‐contracostacounty2.civicplus.com/1340/Labor‐Relations Overview 22 County of Contra Costa FY 2019-2020 Recommended Budget  BUDGET PROCESS The County budget process is a continuous cycle of developing, monitoring and planning, with specific steps each year to achieve adoption of the Final Budget. The County's fiscal year spans from July 1 to June 30; however, the budget development process begins as early as December with the Board of Supervisors setting a Preliminary Budget Schedule for preparation of the ensuing budget. The County Administrator presents the Board, Department Heads and the public with an analysis of key issues and budget projections in January; followed by budget instructions, which include direction for departments to work with their respective advisory committees and community-based organizations; departmental budget submissions; meetings with Departments in February and March; and presentation of the State Controller’s Office required Recommended Budget Schedules for Board consideration in April. Absent the adoption of the County’s Recommended Budget by June 30, the State Controller’s Office Recommended Budget Schedules are passed into the new fiscal year as the spending authority until a Final Budget is adopted. Unlike the State Controller’s Office Recommended and Final Budget schedules, which are solely publications of financial State Schedules required by State Statutes collectively referred to as the County Budget Act, the County Recommended Budget includes detailed information and narrative regarding the County, including its current and projected financial situation; the programs/services and administrative/program goals of individual Departments; and the County Administrator's budgetary recommendations for the upcoming budget year. After public hearings and budget deliberations, the Board adopts the Recommended Budget no later May 31 (pursuant to the Budget Policy). After the State budget is passed (legally due by June 15) and County fiscal year-end closing activities are completed in August, a Final Budget is Budget Monitoring & Planning (continuous cycle) JANUARY Budget Year Key Issues & Projections at Board of Supervisors' Retreat FEBRUARY Baseline Budgets due from Departments FEBRUARY Current Budget Mid-Year Financial Status FEBRUARY Budget Year Baseline Budget Report FEBRUARY/MARCH Budget Narratives & Administrative/Program Goals due from Departments EARLY APRIL Recommended Budget to Board and Public MID APRIL Budget Hearings JULY FIscal Year Begins SEPTEMBER Budget Adjustments & Adoption of Final Budget Opportunity for public comment/input Overview County of Contra Costa FY 2019-2020 Recommended Budget 23 prepared for Board consideration. (Pursuant to the County Budget Act, the deadline for adopting a Final Budget is October 2 each year. This allows incorporation of any needed adjustments resulting from the State budget.) FY 2019-2020 Budget Development Calendar 2019 Dates Key Budget Meetings/Activities/Deliverables September 11, 2018 and March 12 Department Head meeting discussing FY 2019-20 budget preparation January 2 Budget preparation instructions to Departments January 3 Personnel Cost Forecasting staff training January 2 – 11 Departmental fiscal staff review Personnel Cost Forecasts January 11 Personnel position count, salary & benefits cost projections due from Departments January 15 Board of Supervisors set Budget Schedule (Board Chambers*) January 16 – February 8 Department staff discuss budgets with respective advisory committees and solicit written suggestions (as necessary/appropriate) Department fiscal staff meet with CAO analysts (as necessary/appropriate) January 16 – 17 Budget system training sessions for Departmental fiscal staff January 29 Board of Supervisor's retreat (District I*): The Economic Outlook: Focus on the Contra Costa Economy; Budget & Key Issues for 2019-20 and Beyond (including Mid-Year Current Budget Status; and Capital Projects) February 8 Baseline Budgets due from Departments February 22 Venture Capital Project Requests (optional) due from Departments February 22 Program/Recommended Budget Narrative and Administrative and Program Goals due from Departments March 1 County Performance Reports due from Departments April 5 Formal Public Notice of Hearing Recommended Budget to Board of Supervisors and posted on County website April 16 State Controller’s Office Recommended Budget Adopted by Board of Supervisors (Board Chambers*) April 16 Budget Hearings on County Recommended Budget (Board Chambers*) May 2 Budget Adoption Board Order to Board of Supervisors May 7 Budget Adoption Board Order presentation (Board Chambers*) August Fiscal year-end closing activities, including final adjustments to fund balance September Final Budget presentation based upon fiscal year-end closing activities, including final adjustments to fund balance, and passage of State budget (Board Chambers*)1 * All activities noted as (Board Chambers*) are open to the public and opportunities for public comment. 1 If significant changes to programs or revenues are required based upon the State budget and/or closing activities, Budget Hearings may be scheduled prior to the Board adopting the Final Budget. Overview 24 County of Contra Costa FY 2019-2020 Recommended Budget  The County Administrator monitors actual expenditures and revenue receipts each month and mid-year adjustments may be made so that the County's Budget remains in balance throughout the fiscal year. On an annual basis, the County Administrator’s staff prepares and presents a report to the Board of Supervisors that details the activity within each budget category and provides summary information on the status of the County’s Budget. The County Administrator also recommends any actions that are necessary to ensure a healthy budget status at the end of the fiscal year. Supplemental appropriations, which are normally financed by unanticipated revenues during the year, and any amendments or transfers of appropriations between summary accounts or departments, require approval by the Board of Supervisors. Pursuant to a Board of Supervisor’s Resolution, the County Administrator is authorized to approve transfers of appropriations among summary accounts within a department as deemed necessary and appropriate. Accordingly, the legal level of budgetary control by the Board of Supervisors is at the department level. BUDGETARY BASIS FOR ACCOUNTING The term “basis of accounting” refers to the timing of recognition of assets, liabilities, revenues and expenditures. The basis of accounting used for financial reporting in accordance with generally accepting accounting principles (GAAP) is not necessarily the same as used in preparing the budget (“basis of budgeting”). Some of the differences include: Under GAAP, revenues are recognized as soon as they are both “measurable” and “available”, however revenue recognition under the basis of budgeting may be deferred until the amounts are received in cash. Encumbrances are treated as expenditures in the budget but not under GAAP. Budgeted revenues and expenditures may include items classified as “other financing sources” and “other financing uses” under GAAP. The receipt of long-term debt proceeds, capital outlays and debt service payments on principal are reported in the budget, but under GAAP for proprietary funds, these are not reported under operations and instead are recorded as allocations for depreciation and amortization expense. Under the GAAP basis of accounting, changes in the fair value of investments are treated as adjustments to revenue, which is not the case under the budgetary basis of accounting. The County uses an encumbrance system as an extension of normal budgetary accounting for the general, special revenue, and certain debt service and capital project funds to assist in controlling expenditures. Under this system, purchase orders, contracts, and commitments for the expenditure of monies are recorded in order to reserve that portion of applicable appropriations. Encumbrances outstanding at year-end are recorded as obligated fund balance since they do not constitute expenditures or liabilities, and are re-established, along with their encumbered appropriations as part of the following year’s budget. Any appropriations remaining in the departments at the end of the fiscal year automatically lapse and are transferred to fund balance. The year-end fund balance, along with projected revenues, becomes available for appropriation the following year. The Final Budget adopted by the Board of Supervisors for the General Fund includes budgeted expenditures and reimbursements for amounts disbursed to or received from other County funds. Revenues received from other County funds for reimbursement of services are generally budgeted in Interfund Revenues, such as facilities maintenance. Transfers to and from other Overview County of Contra Costa FY 2019-2020 Recommended Budget 25 County funds to provide reimbursements of costs are generally budgeted in Charges for Services, Miscellaneous Revenue and Expenditure Transfers. The budget for governmental funds, such as the General Fund, may include a sub-object level known as ‘intrafund transfers’ in the charges to appropriations. This sub-object level is an accounting mechanism used by the County to show reimbursements between operations within the same fund. An example of an intrafund transfer would be a General Fund department, such as the Sheriff’s Office, reimbursing another General Fund department, such as the Facilities Maintenance Section of Public Works – this would represent a transfer between General Fund budget units for services performed. Budgets are adopted on the modified accrual basis. Accounting policies used in preparation of the County’s audited financial statements conform to generally accepted accounting principles applicable to counties. The County’s governmental funds use the modified accrual basis of accounting. This system recognizes revenues when they become available and measurable. Expenditures, with the exception of unmatured interest on general long term debt, are recognized when the fund liability is incurred. Proprietary funds use the accrual basis of accounting, whereby revenues are recognized when they are earned and become measurable, while expenses are recognized when they are incurred. FY 2019-20 KEY BUDGET ISSUES The Recommended Budget represents a work plan to achieve our mission and priorities in the coming year. Below are a number of key issues that have informed or impacted the development of our budget for next year. Property Tax Recovery/Revenue: The Contra Costa County economy is heavily dependent on the national and state economies. The outlook for the U.S. economy has not changed much from the last year, despite the fact that we are approaching the longest economic expansion in the nation’s history. Growth has progressed at a steady pace since the 2015 commodity bust and mild economic slowdown that occurred that year. Our economist (from Beacon, Inc.) tells us that outside of the rapidly growing Federal budget deficit, the U.S. economy looks to be well–balanced in terms of its growth structure, with solid fundamentals including private–sector debt levels, consumer savings rates, rising wages, the overall pace of homebuilding and business investment. The U.S. housing market slowed in late 2018 as the 30–year mortgage rate closed in on 5%, rates have since receded. The U.S. housing market is not overpriced, and there has not been risky lending. The pace of building has been reasonable, so there is no excess supply and the market is responding to changes in interest. The slowing pace of sales is part of that process, forecasts remains cautiously positive, and that outlook is expected to stay in place though 2020. Our economist is forecasting the expansion to continue, albeit at a slower pace than last year. Barring some unexpected external impact, we do not expect any major change in economic growth leading up to the 2020 election. Throughout 2018 the California economy prospered despite a tight labor market and concerns about housing. California’s steady economic performance was fueled by expansion of the State’s industries, increases in incomes, and the Federal tax cuts enacted early in the year. Growth or lack of growth in the housing market significantly impacts the County budget as 84.8% of General Purpose revenues and 23.5% of total General Fund revenues come from property taxes. As a result, the previous slowdown in the housing market continues to have a greater impact on our County than on most other Bay Area Counties. Year-over-year for the three-year period between FY 2009-10 and 2011-12 total actual assessed value declined by 9.5%. For FY 2015-16, the County’s total assessed valuation Overview 26 County of Contra Costa FY 2019-2020 Recommended Budget  base was $181.1 billion and the growth rate of total assessed valuation in the County was 7.3%, the fourth fiscal year increase since FY 2008-09. The local portion of total assessed valuation can grow up to the maximum annual rate of 2% allowed under Proposition 13 for existing property plus additional growth from new construction and the sale and exchange of property. The annual growth rate in assessed valuation averaged 5.4% over the last 20 years and a year-over-year growth of 6.2% over the past 5 years. Assessed valuation fell by a cumulative 9.46% from its peak in FY 2008-09 to its trough in FY 2011-12 as a result of the impacts of foreclosures and the recession on the County’s economy. This reflected the slow economic recovery in Contra Costa County; however, as stated above, property tax revenues are looking up. Home prices and sales indicate strong demand on the residential side of the market, and the latest trends in construction-permitting activity point towards new structures coming on line to support ad valorem growth in the coming fiscal year. Moreover, inflation is picking up slightly in the state, which will help put upward pressure on assessed valuation growth for properties not changing ownership. The FY 2018-19 total assessed value growth was 6.34%. The FY 2018-19 assessment roll is the highest to date in Contra Costa County’s history and the first time the assessment roll has topped the $200 billion mark. The current forecast is projected upon continued property tax recovery. The County is projecting growth of 5% for FY 2019-20 and beyond. Employee Benefits and Retiree Health Care/Other Post-Employment Benefits (OPEB): Another key issue is the continued financial pressure related to the cost of benefits, including health care, for employees and retirees. Over the last few years, the County reached agreement with the majority of our employee groups to reduce the County’s cost for current employees and to eliminate retiree health care subsidies for employees hired after specified dates. This action substantially reduced our long-term liability relating to the provision of retiree health care. This action, in combination with pre-funding, significantly reduced growth in the County’s OPEB liability. The FY 2019-20 budget continues the $20 million annual set- aside, which began in FY 2008-09, to reduce our unfunded liability for retiree health care. While we would prefer a greater level of pre-funding, the absence of any new resources makes this impossible without further service cuts. Nevertheless, $20 million in annual contributions will continue to have a positive impact on the County’s OPEB liability. The County has significantly reduced its OPEB liability. As of June 30, 2018, the County’s fiduciary net position as a percentage of total other post-employment benefit liability was 28.9%. The total liability for benefits was $932.2 million, and the actuarial value of assets was $269.7 million, resulting in a net OPEB liability of $662.5 million (the liability was $2.6 billion in 2006). The County’s OPEB liability and annual required contribution will continue to decline over time. None of these reductions could have been achieved without the support and cooperation of our employees. On February 24, 2012, the Retiree Support Group of Contra Costa County (“RSG”) filed a lawsuit in federal court challenging the County’s ability to make changes to health care for retirees. Following mediation, RSG and the County reached a settlement of the case. On March 15, 2016, the Board of Supervisors adopted Resolution No. 2016/124, approving the proposed settlement agreement. On November 1, 2016, the court gave final approval to the class action settlement, and the lawsuit was dismissed with prejudice. The settlement was fully implemented for the 2017 plan year, creating a $676,000 increase in the Annual Required Contribution and an $8,593,000 increase in the total Actuarial Accrued Liability. The settlement class is entirely made up of retirees, there is no Normal Cost. Continued negotiations towards Countywide health care cost containment strategies and the redirection of designated future resources remain key to resolving the OPEB challenge for the County. The challenge of offering health care options to our employees that are affordable and competitive remains an important focus in negotiations. The Board of Supervisors and our employees continue to make significant progress towards a solution for one of the biggest Overview County of Contra Costa FY 2019-2020 Recommended Budget 27 fiscal challenges the County has faced to date. The next valuation is due as of January 1, 2020 and is scheduled for release summer 2020. Long-Term Rebalancing: One of the most important challenges faced over the last few years was to rebalance and restructure the County's budget. A long-term solution including a targeted negotiation strategy was developed and implemented. The County Administrator’s Office continues to work with the Board and Departments to review historical trends, identify service priorities, and develop strategies to address any budget imbalance that exists between annual expenditure needs and annual revenues. The goal is to continue to provide the most effective and efficient community services within available resources, while building reserves to preserve programs during times of economic downturn. State Budget: The Governor’s Proposed Budget for FY 2019-20 includes several items that impact counties, including proposed changes to the IHSS MOE, continuing to address the issue of homelessness, and setting new regional housing goals. The State Budget has a surplus going into FY 2019-20 of $24.1 billion and the Governor has proposed spending 86% of those funds on several one-time items, including $4.8 billion to address pensions & OPEB benefit liabilities, a $4.8 billion contribution to reserves and $4 billion to eliminate debts and long-term deferrals. Although the Governor has proposed certain uses of the one-time surplus funding, the Legislature may have other items of interest that could be negotiated in the coming months. The Governor’s proposed changes to the IHSS MOE would increase State support to IHSS programs in 2019-20 and beyond. If adopted by the Legislature, the Governor’s proposal would result in a significantly increased State General Fund commitment to IHSS. This includes language that lowers the MOE base, reduces the inflation factor from seven percent to four percent beginning in 2020-21, stops the redirection of health and mental health growth funding, and partially funds IHSS administration with State General Fund. Together, these revisions provide some relief to counties as it relates to the State MOE, but still leaves the County facing significant costs as we negotiate wage increases to the IHSS providers for 2019-20 and beyond. Finally, the Governor’s proposals would result in significant cost increases to the County in 2022 when the Governor’s proposals would change the formula to require the County to pick up 65% of the non-Federal share of the costs instead of the County’s current share of 35% of the non-Federal share. Funding for siting of emergency shelters, navigation centers and supportive housing is proposed to be increased by a one-time allocation of $500 million. This includes $200 million for local Continuums of Care, $200 million for grants to local jurisdictions for housing and shelter development and $100 million directed specifically toward the largest cities throughout the State. In addition, the Governor’s proposal expedites “No Place Like Home” funding, approved by voters in November 2018, to provide permanent housing for individuals with severe mental illness; however, it is not clear how those funds would be expedited at this time. Finally, the Governor’s Proposed Budget relies on a continued positive economic outlook. The State’s primary source of revenue is the personal income tax, which is a very volatile funding stream. In years of declining State revenues from the personal income tax receipts or otherwise, funding to counties throughout the State is also impacted. Although the economic outlook for FY 2019-20 remains positive, we will continue to monitor the State’s revenues throughout the year. Capital Improvement Plan: The County continues to manage its inventory of facilities to provide high quality and accessible services to our residents. This budget continues the $16.5 million funding allocated to lowering the level of deferred maintenance and making improvements to extend the useful life of County facilities and promote the health and safety of employees and the public who utilize our facilities. The County is moving forward with two Overview 28 County of Contra Costa FY 2019-2020 Recommended Budget  major capital projects to construct a new administration building and a new emergency operations center and administration building for the Sheriff. The County is also working with an expert on automating our Facility Condition Assessment process and integrating those reports with our database of facilities. This will improve our budgeting of needed and deferred maintenance in order to help develop a more accurate five-year capital improvement plan. For detailed information on the County’s capital program and progress, see the Capital Improvements Departmental Budget Summary, Page 69, and the Capital Improvement Plan, Page 527. Bonded Debt Limitation and Assessed Valuation Growth: The statutory debt limitation for counties is 5% of assessed valuation (Government Code Section 29909), but it is actually 1.25% of assessed valuation pursuant to the California Constitution which requires taxable property to be assessed at full cash value rather than ¼ of that value. The California Constitution limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Successor Redevelopment Agencies, Housing Authority and Special Districts. For technical auditing purposes, only pension obligation bonds and tax allocation bonds are counted as “general obligation bonded debt” even though neither form of debt requires voter approval; lease revenue bonded debt and assessment district debt are not required to be included. As of June 30, 2018 the County’s outstanding bonded debt was $155.9 million leaving a statutory margin of $9.7 billion and a Constitutional margin of $2.30 billion. (See Current Debt Position, Page 533 for details.) State Realignment: In October 2011, the Governor began implementing massive changes to the relationship between State funding and management of County operated programs. The realignment of public safety programs has transferred to counties the fiscal and programmatic responsibility for many criminal justice and health and human service programs previously administered by the State. Public Safety Realignment transferred oversight of certain nonviolent, non-serious and non-sex crimes felony offenders from the State to counties as a means of reducing overcrowding that has long plagued the State prison system. Subsequently, in November 2012 voters approved Proposition 30, which, among other things, secured a constitutional guarantee that local community corrections funding would continue to counties. Although the funding has been guaranteed it is important to understand that (1) funding comes from a portion of the Vehicle License Fee (VLF) and sales tax, both of which are subject to the ups and downs of the economy, and (2) that the funding guarantee does not extend to local jurisdictions. Since 2011, Contra Costa County has built a comprehensive program infrastructure to provide services to offenders who became the responsibility of the County following Realignment. Over the past several years, and again in the FY 2019-20 Recommended Budget, the prudent use of these funds by the Board of Supervisors and the Community Corrections Partnership (CCP) allows us to provide critical services to returning citizens within our community. Continued restraint will be necessary in future years to maintain critical programs that have been implemented over the last eight years. The Public Protection Committee met on January 28, 2019 and again on February 4, 2019 to review funding recommendations from the CCP for FY 2019-20. The Public Protection Committee ultimately approved a $29.8 million budget package to continue and expand funding critical program infrastructure put in place following 2011 Realignment. The FY 2019- 20 budget provides an increase in appropriations of $1.9 million, or 6.8% across all initiatives funded with the community corrections allocation of AB 109 dollars. Highlights of the FY 2019- 20 budget include: (1) a $419,000, or 8.3%, increase to the Community Advisory Board (CAB) allocation specifically for increased housing access and employment assistance programs supporting returning citizens, (2) $150,000 to establish a new Neighborhood Court program within the District Attorney’s office and (3) adds a new Social Services Program Assistant Overview County of Contra Costa FY 2019-2020 Recommended Budget 29 position in the Employment and Human Services department to connect individuals with important social service programs once released from custody. In addition, the FY 2019-20 CCP budget includes the final $500,000 AB 109 reserve allocation for the Stand Together CoCo immigration rapid response program, approved as a three-year pilot project, and continues funding to local police departments for Mental Health Evaluation Teams (MHET) to assist with diverting those suffering from mental illness from the local criminal justice system. Funding allocations approved by the Public Protection Committee have been integrated into departmental budgets reflected in the FY 2019-20 Recommended Budget. Pension Benefits: A major issue for Fiscal Year 2019-20 continues to be the impact of the Net Pension Liability (NPL) on the employees’ and employers’ contribution rates. Per GASB Statement 67, the NPL replaced the Actuarial Accrued Unfunded Liability (UAAL). As of December 31, 2000, the Contra Costa County Employees Retirement Association (CCCERA) reported a UAAL of $288 million and a funded ratio of 89.1%. The average employer rate has decreased due to an investment return on actuarial value (after smoothing) greater than the 7.00% assumed rate, actual contributions greater than expected, a mortality gain on retirees and beneficiaries, amortizing the prior year’s UAAL over a greater than expected projected total payroll and a retirement gain on activities. All of these helped to offset higher than expected individual salary increases and higher than expected COLA increases for retirees and beneficiaries. As of December 31, 2017, the NPL decreased to $811.4 million from $1.4 billion and the funded ratio increased to 88.5%. At the end of 2017, the County’s portion of the UAAL was $689.4 million (the Contra Costa County Fire Protection District’s portion of UAAL was $131.7 million). Those figures do not include $221.1 million in outstanding pension obligation bonds as of June 30, 2018 ($155.8 million in County bonds and $65.2 million in CCC Fire Protection District bonds). Although a significant pension obligation bond was paid off in FY 2013-14, the projected relief was eliminated by the pension board’s reduction of the assumed investment rate from 7.75% to 7.25% and a further reduction to 7.00% in April of 2016 (see the Retirement/Pension Costs – Future Year Projection/Budgets section, below, for more information on pension). The County continues to benefit from new lower-cost PEPRA pension plans and has negotiated a 2% cost of living adjustment to the PEPRA plans with all of its bargaining units. Retirement/Pension Costs - Future Year Projections/Budgets: The costs of pension benefits remain a fiscal challenge in Contra Costa. In the 2009 Budget Message, a graph was included that projected the impact of the 2008 Contra Costa County Employees’ Retirement Association (CCCERA) market losses (26.5%) in combination with an unachieved earnings assumption (then 7.80%) which resulted in a negative impact of over 34%. Even using a five-year smoothing model, County costs were expected to begin to rise in FY 2010- 11 and virtually double by FY 2015-16. Since that time, market experience has fluctuated greatly and the assumed investment rate has been reduced three times. The chart below summarizes the net impact of market experience and the assumed investment rate since the 2008 market crash: Calendar Year Gross Market Value Investment Returns Assumed Investment Rate Net Impact 2008 (26.50%) 7.80% (34.30%) 2009 21.90% 7.80% 14.10% 2010 14.00% 7.75% 6.25% 2011 2.70% 7.75% (5.05%) 2012 14.10% 7.75% 6.35% 2013 16.50% 7.25% 9.25% Overview 30 County of Contra Costa FY 2019-2020 Recommended Budget  Calendar Year Gross Market Value Investment Returns Assumed Investment Rate Net Impact 2014 8.40% 7.25% 1.15% 2015 2.4% 7.25% (4.85%) 2016 7.40% 7.00% 0.40% 2017 14.20% 7.00% 7.20% 2018 (2.7%) 7.00% (9.7%) In a letter dated March 7, 2019, CCCERA’s actuary issued a report which projected employer contribution rate changes based on an estimated negative 2.7% net market value investment return for 2018 and other changes in economic assumptions. The projection is derived from the December 31, 2017 actuarial valuation results, which are the most current available. A new five-year projection will be available in the fall using December 31, 2018 valuation figures. The projections do not reflect any changes in the employer contribution rates that could result from future changes in the demographics of active members or decreases in the employer contribution rates that might result from new hires going into the PEPRA tiers. These modeled projections are intended to serve as illustrations of future financial outcomes that are based on the information available to us at this time. Emerging results may differ significantly if the actual experience proves to be different from these assumptions. The four most significant variables are demographic experience, local and regional economy, stock market performance, and the regulatory environment. As can be seen in the chart below, the cumulative impact of smoothing gains and losses for the aggregate plan is projected to be a decrease of 2.8% (as of December 31, 2022). These projected rate changes are implemented 18 months after the actuarial date. Therefore, the projected increase of 0.40% in the chart below for 2018 will be implemented on July 1, 2020. Note that because the actuary estimated the allocation of the rate changes across the cost groups, the actual rate changes by group will differ from those shown in the exhibit, even if the plan-wide rate changes are close to those shown below. For instance, the cost of a General Tier III employee is projected to increase by 0.30% for 2018 (rate decrease date of July 1, 2020), a County Safety employee by 0.74%, and a Contra Costa County Fire District Safety employee by 1.04%. The total impact to the County, all things considered, is expected to be very close to these figures. Rate Change Component Valuation Date (12/31) 2018 2019 2020 2021 2022 Deferred (Gains)/Losses 0.72% 1.41% 0.88% 0.59% 1.06% Loss of Investment Income on (Gain)/Loss of Investment Income on Difference Between AVA and MVA (0.12%) 0.31% 0.21% 0.14% 0.10% 18 Month Rate Delay (0.20%) (0.05%) 0.14% 0.16% 0.12% Drop Off of UAAL Layers 0 0 0 0 (8.27%) Incremental Rate Change 0.40% 1.67% 1.23% 0.89% (6.99%) Cumulative Rate Change 0.40% 2.07% 3.30% 4.19% (2.80%) Overview County of Contra Costa FY 2019-2020 Recommended Budget 31 The following chart, which County Administration staff and the Auditor prepared together, uses all of the latest information available for a new five-year projection of total County pension costs, including Fire. The cumulative effect of the market rate improvements is dramatic. Presented in the chart are four years of actual data, a projection of the current year (straight-lining seven months of actual data), the Recommended Budget for FY 2019-20, and a projection based on the Recommended Budget of FY 2019-20 and beyond (no increases in FTE or wages for FY 2020-21 and beyond). A significant drop in projected expenses in FY 2014-15 was due to the retirement of one of the County’s pension obligation bonds that was netted against increases in FY 2014-15. Note that the Board changed its OPEB funding policy and redirected all the savings achieved ($33 million annually) towards funding the additional retirement expense due primarily from the reduction in the assumed rate. The five-year projection uses the 7.00% assumed investment rate of return, all pension obligations bonds and 2018 market impacts. A significant note is that the chart includes three years after the final year of debt service for the County and Fire pension obligations bonds, which pay-off in FY 2021-22 and FY 2022-23 respectively. Note that some of the pension obligation bond debt is Court costs and offset by Court payments. The effect of the Fire District bonds pay- off is shown in FY 2021-22 because the final payment will be transferred to the debt service fund in FY 2021-22. HISTORICAL PERSPECTIVE General Fund Between FY 2005-06 and FY 2007-08, total expenditures for the General Fund grew by an average of 3.4%. Expenditures then declined by 2.6% in FY 2008-09 and another 6.1% in FY 2009-10. Although they were budgeted to grow by approximately 4.3% in FY 2010-11, actual growth was within 2% and was funded with one-time resources. The one-time resources were not available in FY 2011-12 and expenditures dropped by 2.6% to below FY 2009-10 expenditures. Growth has been significant since FY 2011-12. The current year budget shown in the graph below displays more growth in expenditures than expenditure projections indicate. This is due to the number of vacant positions and reserve funding. The FY 2018-19 appropriations include $30.0 million in fund balance budgeted for construction capital projects. The Recommended Budget is projecting relatively flat growth for FY 2019-20. $308 $282 $281 $306 $320 $368 $372 $374 $319 $322 $299 $220 $240 $260 $280 $300 $320 $340 $360 $380 $400 FY 14-15 Actual FY 15-16 Actual FY 16-17 Actual FY 17-18 Actual FY 18-19 Proj. FY 19-20 Recom'd FY 20-21 Proj. FY 21-22 Proj. FY 22-23 Proj. FY 23-24 Proj. FY 24-25 Proj. Actual and Projected Retirement Expenses (in millions) Overview 32 County of Contra Costa FY 2019-2020 Recommended Budget  10 Year Actual Expenditure History (in millions) As depicted in the following chart, total revenues began a two-year decline in FY 2008-09 and were relatively flat until FY 2012-13 when they began to steadily increase. Revenue is expected to be flat in the Recommended Budget. It should be noted that the $477.77 million budgeted general purpose revenue in FY 2018-19 includes $30,148,442 in fund balance for construction projects described in the Summary - Capital Improvement Plan. These Other Local Revenue monies were appropriated from reserves mid-year FY 2018-19 and are not an on-going source of revenue. If the fund balance were not included in that figure, the FY 2018-19 budgeted amount would be $447,622,000 and the total general fund revenue figure would be $1,615.1 million. These revenues are projected based on historical trends, which have been impacted by property tax and general economic recovery. 10 Year Revenue Generation (in millions) $1,255 $1,179 $1,203 $1,172 $1,193 $1,248 $1,307 $1,335 $1,403 $1,480 $1,691 $1,705 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 $1,800 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Actual 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budgeted 2019-20 Recom'd $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Actual 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recom'd General Purpose Revenue Other Local Revenue Federal Assistance State Assistance Overview County of Contra Costa FY 2019-2020 Recommended Budget 33 The County struggled with maintaining a structurally balanced budget in the past; however, all Recommended Budgets since FY 2009-10 have been structurally balanced. The 2018-19 Budget figures reflect capital carryover funding and fund balance use. State impacts on FY 2019-20 are currently unknown. Appropriations for Contingency have been budgeted to address mid-year unanticipated issues. Change in General Fund Actual Status (in millions) Prior to the housing market collapse, the County had reversed the declining reserves trend experienced in the previous decade and achieved a balanced General Fund budget in fiscal year 2006-07. However, as is their purpose, reserves were spent in FY 2007-08 and FY 2008-09 to alleviate two fiscally difficult years. In FY 2009-10 and FY 2010-11, due to Federal Stimulus funding and negotiated compensation concessions, the budgets were balanced. Since FY 2012- 13 budgets did not anticipate reserve spending for on-going program expenses and in fact projected a $2.5 to $3 million repayment of reserves from reallocation of property tax revenues with the West Contra Costa Healthcare District (Doctor’s Hospital). The reallocation of $2.5 million is included in the FY 2019-20 Recommended Budget as a revenue. Fiscal year-end 2010-11 marked a change in the calculation of the County’s General Fund Reserve to comply with terminology revisions required by the Governmental Accounting Standards Board (GASB) Statement No. 54-Fund Balance Reporting and Governmental Fund Type Definitions. GASB issued Statement No. 54 in an effort to improve consistency in reporting fund balance components, enhance fund balance presentation, and improve the usefulness of fund balance information reported annually. The Statement required a revision to the County’s 2005 Reserve Policy – unreserved was changed to unassigned. The impact was that $32.5 million of previously categorized unreserved balance is now considered either assigned or committed. In the following chart, the ten-year history of unreserved balance has been over-laid with year-end 2009-10 figures calculated using both definitions and the following years calculated pursuant to the revised policy. There was no change in the total fund balance. The County is exceeding the minimum 5% target (Unassigned Fund Balance was 16.6% of total General Fund Revenues on June 30, 2018). Although the graph below depicts no budgeted growth in reserves, it should be noted that actuals will likely be higher than shown due to a high number of vacant positions. The budget for contingency ($10 million), reallocation of property tax revenue ($2.5 million), and capital projects ($30.4 million) is included in the chart. Fund balance is shown as a percentage of total General $1,150 $1,250 $1,350 $1,450 $1,550 $1,650 $1,750 2008-09 Actuals 2009-10 Actuals 2010-11 Actuals 2011-12 Actuals 2012-13 Actuals 2013-14 Actuals 2014-15 Actuals 2015-16 Actuals 2016-17 Actuals 2017-18 Actuals 2018-19 Budgeted 2019-20 Recom'd Total Expenditures Gross Revenue Overview 34 County of Contra Costa FY 2019-2020 Recommended Budget  Fund revenues, which are projected to increase in the current and budget year. Although it is anticipated that unassigned fund balance will increase as an absolute dollar amount in the future, growth in the ratio to revenues is not expected as revenue will grow as well. Unreserved/Unassigned Fund Balance (as of June 30) General Fund Revenue and Appropriations The County Summary Information available beginning on page 473 depicts history and recommendations for all revenue sources and uses for all County funds. The recommended General Fund budget of $1.705 billion is supported by local, federal, and State resources. A large portion of the revenue, $680.9 million, or 39.9%, is dependent upon State and federal allocations (very close to the 40.7% of last year). General Purpose revenue available from sources such as property tax and interest income is $492.5 million, all but $1.7 million (State revenue) is categorized as Other Local revenue. The remaining ‘Other Local Revenue’ is generated primarily by fees, fines, and licenses. In the two fiscal years prior to 2007-08, the assessed valuations of the County’s tax rolls had increased by double digits due to the strong housing market. The economic downturn slowed growth in assessed valuation and had reduced most revenue sources. This trend has turned around and the County is experiencing consistent, revenue growth. Total Revenues: $1.705 Billion 8.6%8.6% 5.9%6.4%7.2% 9.4% 11.0% 13.2% 16.5% 17.9% 16.6%16.6%16.6% 5.0% 7.0% 9.0% 11.0% 13.0% 15.0% 17.0% 19.0% 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Actual 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recom'd General Purpose, $492,550,000 , 29% Other Local Revenue, $531,634,970 , 31% Federal, $296,008,106 , 17% State Assistance, $384,904,901 , 23% Overview County of Contra Costa FY 2019-2020 Recommended Budget 35 These revenue sources are used to fund programs throughout the County. All categories below are self-explanatory, except ‘Other Charges’, which includes contributions to other funds such as the Enterprise Funds and interest expense on bonds and other debt. The pie chart is used to show the size of the expenditures in relation to each other (ideally, pie charts are not used with negative numbers). The following chart breaks out recommended expenditures between the major expense areas. Total Expenditures: $1.705 Billion Our General Fund resources fund three functional areas: General Government, Health and Human Services, and Law and Justice. The following chart shows the distribution of resources in these three areas in the FY 2019-20 Recommended Budget. Distribution of resources has tracked very closely to these ratios for many years. Distribution of Expenditures: $1.705 Billion Salaries and Benefits, 938,010,273, 55% Expenditure Transfers, -133,402,522, -8% Fixed Assets, 23,301,699, 1% Services and Supplies, 590,966,630, 35% Other Charges, 276,221,897, 16% Provisions for Contingencies, 10,000,000, <1% Health & Human Services, 967,526,894, 57% General Government, 300,364,820, 17% Law & Justice, 437,206,263, 26% Overview 36 County of Contra Costa FY 2019-2020 Recommended Budget  Other County Funds The County Summary Information beginning on page 473 depicts history and recommendations for all revenue sources and uses for all County funds. Of the $3.69 billion represented, $1.705 billion is within the General Fund, $1.95 billion is from other funds, and $36.4 is from fund balance. There are seven County Enterprise funds, which makeup $1.397 billion of the $1.95 billion in non- general funds. Enterprise Funds The County operates seven Enterprise Funds (listed below). These funds were established for operations that are financed and operated in a manner similar to private business enterprise (e.g. water, gas and electric utilities, parking garages; or transit systems). The Departmental Summary Information depicting history and recommendations for all revenue sources and uses for these funds is available on the page numbers indicated. 1) Hospital Enterprise, Page 260 2) HMO Enterprise, Page 266 3) HMO Enterprise-Community Plan, Page 269 4) Major Risk Medical Insurance (no appropriations in FY 2019-20), Page 271 5) Airport Enterprise, Page 182 6) Sheriff Law Enforcement Training Center, Page 448 7) Childcare Enterprise, Page 246 The total Recommended Budget for Enterprise Funds is $1.397 billion. Enterprise Fund Appropriations: $1.397 Billion Airport Enterprise Fund, 10,420,215, 1%HMO Enterprise -Comm Plan Fund, 75,249,836, 5% Childcare Enterprise Fund, 74,000, <1% HMO Enterprise Fund, 639,284,840, 46%Hospital Enterprise Fund, 670,038,932, 48% Sheriff Law Enf Training Fund, 2,506,379, <1 Overview County of Contra Costa FY 2019-2020 Recommended Budget 37 The largest of the Enterprise funds are the HMO Enterprise and Hospital Enterprise Funds. The HMO fund is used to account for all the premiums and expenditures related to Medi-Cal enrollees. The fund includes the Contra Costa Health Plan and Medi-Cal products. The Contra Costa Health Plan is a County-operated, prepaid health plan. The Hospital Enterprise fund includes the operations of the Contra Costa Regional Medical Center and emergency care services, ambulatory care centers, physician services, emergency medical services, department-wide administration, and fixed assets. The following chart is of Hospital Enterprise Fund revenue. Hospital Enterprise Fund Total Revenues: $670.0 Million The majority of the expense in the Hospital Enterprise Fund, 65%, is for salary and benefit costs to operate the hospitals and clinics. Total Expenditures: $670.0 Million Medicare Patient Services, $43,212,568 , 6% Medi-Cal Patient Services, $299,209,084 , 45%Health Plan Patient Services, $114,617,883 , 17% Private Pay Patient Services, $11,346,312 , 2% Interdepartmental Patient Services, $3,809,780 , 1% Other Hospital Revenues, $81,004,424 , 12% Charges to General Fnd Units, $29,833,610 , 5% External Health Plan Revenue, $29,727,197 , 4% Enterprise Fund Subsidy, $56,358,712 , 8%Schools Fund Revenue, $919,362 , <1% Salaries and Benefits, $435,843,653 , 65% Other Charges, $13,021,063 , 2% Services and Supplies, $210,662,286 , 31% Fixed Assets, $10,511,930 , 2% Overview 38 County of Contra Costa FY 2019-2020 Recommended Budget  ORGANIZATIONAL CHART OF CONTRA COSTA COUNTY = Elected Officials (shown in functional area) = (Total FTE) per Recommended Budget Citizens of Contra Costa County Board of Supervisors (32) County Administrator(35) General Government Agriculture (44) Assessor (122) Auditor-Controller (60) County Clerk- Recorder/Elections (83) Conservation & Development (177) County Counsel (52) Human Resources (50) Library (201) Public Works (546) Treasurer/Tax Collector (30) Health & Human Services Child Support Services (153) Employment & Human Services (1,903) - Administrative Services (206) - Children & Family Services (400.5) - Aging & Adult Services (171) - Workforce Services (798) - Workforce Development Board (11) - Community Services (207) - Child Development Fund (106) - Zero Tolerance for Domestic/SB 968 Admin (4) Health Services (3,921) - CCRMC & Ambulatory Care Centers (2,351.3) - Contra Costa Health Plan (180) - Programs (1,380.7) - Public Administrator (5.0) - Ambulance Servica Area-Measure H (9)-SD Veterans Service (10) Law & Justice Animal Services (77) Conflict Defense (0) District Attorney (223) Justice Systems Development/Planning (5) Probation (346) Public Defender (138) Sheriff-Coroner (1,059) Superior Court Related Functions (0) -Clerk of the Board -Department of Information Technology/Telecommunications -Risk Management Total for all divisions:(128) Overview County of Contra Costa FY 2019-2020 Recommended Budget 39 Standing Committees of the Board of Supervisors With Currently-Designated Supervisors Affiliated Organizations (1)Authority/Agency Board is the Board of Supervisors Airport Committee Supervisors: Diane Burgis Karen Mitchoff Family & Human Services Committee Supervisors: Candace Andersen John Gioia Finance Committee Supervisors: Karen Mitchoff John Gioia Hiring Outreach Oversight Committee Supervisors: Federal D. Glover Candace Andersen  Internal Operations Committee Supervisors: Diane Burgis Candace Andersen Legislation Committee Supervisors: Diane Burgis Karen Mitchoff Public Protection Committee Supervisors: John Gioia Federal D. Glover Transportation, Water & Infrastructure Committee Supervisors: Karen Mitchoff Candace Andersen Sustainability Committee Supervisors: John Gioia Federal D. Glover Assessment Appeals Board CCC Employees'  Retirement Association Fire Protection District Housing Authority(1)Local Agency on Formation  Commission Public Financing Authority(1) Successor Agency to the  Redevelopment Agency(1) First 5 Contra Costa Children  & Families Commission In‐Home Supportive  Services Public Authority(1) Overview 40 County of Contra Costa FY 2019-2020 Recommended Budget  Board of Supervisors Advisory Bodies* *The State Legislature adopted the Maddy Local Appointments Act of 1975 in order to provide citizens equal access to current information concerning all local regulating and advisory Boards, Commissions, and Committees. It also provides citizens with the equal opportunity to be informed of vacancies, which shall occur, so that they may pursue the opportunity to participate and contribute to the operations of local government by serving on such Boards, Commissions, and Committees. Information on each of these bodies may be found at https://ca-contracostacounty2.civicplus.com/6408/Boards-and-Commissions-Database. **Municipal Advisory Councils advise the Board of Supervisors on matters that relate to their respective unincorporated areas. Further discussion and appropriation information may be found in the Board of Supervisors’ Departmental Budget Summary on Page 65. ***The Board of Supervisors makes public member appointments to a number of independent decision-making bodies as well as bodies that are advisory to other independent decision-making bodies. Advisory Council on  Aging Affordable Housing  Finance Committee*** Agricultural Advisory  Task Force Airport Land Use  Commission*** Alamo‐Lafayette  Cemetery District  Trustees*** Alamo Municipal  Advisory Council** Alamo Police Services  Advisory Committee  (CSA P‐2B) Alcohol and Other  Drugs Advisory Board Arts & Culture  Commission Aviation Advisory  Committee Bay Point Municipal  Advisory Council** Bethel Island Municipal  Advisory Council** Byron‐Brentwood‐ Knightsen Union  Cemetery District*** Byron Municipal  Advisory Council** Census 2020 Complete  Count Steering  Committee Commission for  Women Contra Costa Centre  Municipal Advisory  Council** Contra Costa  Community  Corrrections  Partnership Contra Costa Council  on Homelessness CCC Fire Protection  District Advisory Fire  Commission CCC Transportation  Authority Citizens  Advisory  Committee*** Contra Costa  Transportation  Authority ‐ Bicycle and  Pedestrian Adv.  Committee*** County Connection  Citizens Advisory  Committee*** County Service Area M‐ 16 (Clyde) Citizens  Advisory Committee County Service Area P‐ 2A (Blackhawk) Citizens  Advisory Committee County Service Area P‐ 5 (Roundhill) Citizens  Advisory Committee County Service Area P‐ 6 (Discovery Bay)  Citizen Advisory  Committee County Service Area R‐ 10 (Rodeo) Citizens  Advisory Committee Countywide Bicycle  Advisory Committee Countywide  Redevelopment  Successor Agency  Oversight Board Crockett‐Carquinez Fire  Protection District Fire  Advisory Commission Developmental  Disabilities Council Diablo Municipal  Advisory Council** East Bay Regional Park  District's Park Advisory  Committee*** East Richmond Heights  Municipal Advisory  Council** Economic Opportunity  Council El Sobrante Municipal  Advisory Council** Emergency Medical  Care Committee Equal Employment  Opportunity Advisory  Council Family & Children's  Trust Committee Fish & Wildlife  Committee Hazardous Materials  Commission Historical Landmarks  Advisory Committee Integrated Pest  Management Advisory  Committee Iron Horse Corridor  Management Program  Advisory Committee Keller Canyon  Mitigation Fund  Review Committee Kensington Municipal  Advisory Council** Knightsen Town  Advisory Council** Library Commission Local Enforcement  Agency Independent  Hearing Panel Local Planning and  Advisory Council for  Early Care and  Education (LPC) Managed Care  Commission Mental Health  Commission Merit Board*** Mosquito & Vector  Control District Board  of Trustees*** North Richmond  Municipal Advisory  Council** North Richmond Waste  and Recovery  Mitigation Fee  Committee*** Pacheco Municipal  Advisory Council**Planning Commission Public Law Library  Board of Trustees*** Racial Justice Oversight  Body Resource Conservation  District*** Rodeo Municipal  Advisory Council** Sustainability  Commission Treasury Oversight  Committee Tri‐Delta Transit  Authority Board of  Directors*** Western CC Transit  Authority (JPA) Board  of Directors*** Workforce  Development  Board*** Overview County of Contra Costa FY 2019-2020 Recommended Budget 41 ORGANIZATION OF THE RECOMMENDED BUDGET BOOK This Fiscal Year 2019-20 Recommended Budget book is designed to be both informative and easy-to-use and is divided into the sections described below: BUDGET MESSAGE The opening pages of the FY 2019-20 Recommended Budget book is the official transmittal document for the Recommended Budget to the Board of Supervisors and citizens of Contra Costa County from the County Administrator, David Twa. OVERVIEW Information contained in this section includes a general profile of Contra Costa County, (size, population, employment and income, etc.); long-term financial planning and policies adopted to manage County operations; the process used for developing and adopting the Recommended Budget, key budget issues, historical perspective and the County’s organizational chart. DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP In this section, County Departments are divided into three Functional Groups: General Government, Health and Human Services and Law and Justice. The General Government Functional Group includes those Departments or Funds that provide general governmental services to residents and/or support services to other County Departments and/or are not included in the other two Functional Groups. The Health and Human Services Functional Group includes those Departments that provide health and family, individual and child supportive services. The Law and Justice Functional Group includes those departments that provide public protection and/or provide services to the criminal justice system. Each Departmental Summary provides a variety of information about each Department including: expenditure and revenue information; narrative explanation of Department's programs and its administrative and program goals; number of allocated positions; a summary of County Administrator's recommendations; and summary of recommended service modifications by program, if applicable. (See Navigation Information for Department Budget Summary below for further information.) The Departmental Summaries include financial information for All County Funds; unless otherwise noted, the summaries do not include financial information of component units. Component units are legally separate organizations for which the elected officials of a primary government are financing accountable. Component units are blended (i.e. treated as if they are funds of the County) or discretely presented (i.e. reported in a separate column in the County’s financial statements.) Blended component units include the Successor Agency to the County Redevelopment Agency, the County Public Financing Authority, the In-Home Supportive Services Public Authority, Special Districts and Service Areas whose Board is the County Board of Supervisors. The only blended component units reported on in the Recommended Budget document are the Contra Costa County Fire Protection District, the Crockett-Carquinez Fire Protection District and the In-Home Supportive Services Public Authority. ROUNDING All figures are shown in whole numbers; therefore, due to independent rounding, figures shown may not sum to subtotals and totals. Overview 42 County of Contra Costa FY 2019-2020 Recommended Budget  FIRE DISTRICTS Similar to the Departmental Budget Summaries, this section includes a variety of information about each of the two Fire Districts governed by the Board of Supervisors, including: expenditure and revenue information; narrative explanation of Department's programs and its administrative and program goals; number of allocated positions; summary of County Administrator's recommendations; and summary of recommended service reductions by program, if applicable. COUNTY SUMMARY INFORMATION This section presents numerical data in a variety of forms on revenues, expenditures and fund balances for the all funds and the major funds. APPENDIX A variety of supplemental information is located in this section to assist in understanding the Recommended Budget, including: detailed compilation, by Department, of all Program Reductions for the current budget and detailed listings of Mandatory/Discretionary programs by Department and by Service and Level; definition of Funds used for budgeting; and a glossary of terms. NAVIGATION INFORMATION FOR DEPARTMENTAL BUDGET SUMMARIES The following is an abstract of the information provided within each Departmental Budget Summary, and a number indicating where it can be found on the sample summary which follows. This area lists the department name, functional group in which the department is assigned, and the department head’s name. This area summarizes the budget by fund and major account, shows the number of full- time budgeted positions, the change from the current year’s budget at the recommended level, and a comparison of key financial indicators. Requirements, as well as the means of financing them, are shown in this section. Expenditure Transfers and Total Expenditures are shown as net figures. In the header row of each major function box, the term General Fund is used if the function is entirely funded by the General Fund. The term General Fund Only is used if the function is funded by more than one fund (the box, however, will depict only the General Fund portion). This area provides summary compensation information. This area summarizes the program descriptions, providing a narrative explanation of the department’s programs. This area provides details of service requirements and financing sources. Gross expenditures are displayed. The Funding Sources lists both revenues and transfers. This area summarizes the County Administrator’s recommended funding level, the reasons for the recommendation and the expected impact on services if the recommended level is approved. This area summarizes FY 2019-20 Administrative and Program Goals. This area summarizes recommended service additions and/or reductions by program. 3 4 5 6 7 8 1 2 Overview County of Contra Costa FY 2019-2020 Recommended Budget 43 Agriculture General Government Department Description The preceding table is a summary of expenditures, revenues and net County costs for five budget units administered by the Agriculture/Weights and Measures Department. Included is data for the following cost centers: 3300 – Agriculture/Weights & Measures Admin 3305 – Agriculture Division 3311 – Agriculture Division (Pest Management) 3315 – Weights and Measures 3320 – Cooperative Extension Major Department Responsibilities The Agriculture/Weights and Measures Department promotes and protects the County’s agricultural interests while protecting the public health and environment; protects the public interest in the commercial exchange of goods where value is determined by weights and measures; educates the public and targeted clientele, including other County departments, in commercial agriculture, urban agriculture/horticulture, youth development, nutrition, and natural resources; and directs service programs including 4-H Youth Development, Master Gardeners, and two federally-funded nutrition education programs. Administration Description: Provides direction and financial control, and develops and implements policies and procedures in support of the operations of the Department. The Agriculture Commissioner/Director of Weights and Measure (Commissioner) was permanently filled mid fiscal year 2018-19. Savings from no longer contracting for this role offsets the cost of adding the position. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expenditures Salaries and Benefits 4,243,623 4,350,051 5,198,702 5,097,973 (100,729) Services and Supplies 1,202,565 1,314,610 1,381,598 1,381,598 0 Other Charges 100,346 0 0 0 0 Fixed Assets 451,255 575,227 477,429 477,429 0 Expenditure Transfers 5,997,790 6,239,887 7,057,729 6,957,000 (100,729) Expense Total 4,243,623 4,350,051 5,198,702 5,097,973 (100,729) Revenue Other Local Revenue 1,020,958 1,084,459 1,182,728 1,182,828 100 State Assistance 2,469,202 2,624,429 3,447,589 3,274,172 (173,417) Total Revenue 3,490,161 3,708,887 4,630,317 4,457,000 (173,317) Net County Cost (NCC) 2,507,629 2,531,000 2,427,412 2,500,000 72,588 Allocated Positions (FTE) 44.2 44.6 44.6 43.6 (1.0) FINANCIAL INDICATORS Salaries as % of Total Exp 71% 70% 74% 73% % Change in Total Exp 4% 13% (1%) % Change in Total Rev 6% 25% (4%) % Change in NCC 1% (4%) 3% Compensation Information Permanent Salaries 2,642,862 2,753,126 3,440,706 3,374,556 (66,150) Permanent Overtime 7,315 0 0 0 0 Deferred Comp 31,440 32,880 38,049 36,798 (1,251) FICA/Medicare 198,731 243,976 264,197 259,116 (5,081) Ret Exp-Pre 97 Retirees 7,098 9,350 9,350 9,350 0 Retirement Expense 688,713 704,494 738,328 719,000 (19,328) Employee Group Insurance 251,046 276,383 325,035 317,657 (7,378) Retiree Health Insurance 204,151 204,931 209,832 209,832 0 OPEB Pre-Pay 104,588 104,588 91,662 91,662 0 Unemployment Insurance 5,912 1,420 1,659 1,626 (33) Workers Comp Insurance 101,767 18,903 79,884 78,376 (1,508) 3 1 2 4 Overview 44 County of Contra Costa FY 2019-2020 Recommended Budget  Sample Division Description: Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; regulatory oversight of Certified Farmer’s Market and organic program; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and assists the public with pest identification and control techniques using environmentally safe integrated pest management practices. State funding for the Department’s use of Canines trained in sniffing out pests and smuggled plant material, will decrease. As a result, the Department will cancel one vacant Biologist position from this program. The position was operated out of the Weights and Measures Department, but tied to this Agriculture program. Sample Division Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,013,935 Financing: 2,791,631 Net County Cost: 222,304 Funding Sources: State 86.5% $2,606,759 Fees 5.2% 156,051 Interfund Revenue 0.7% 24,822 Forf/Penalties 0.1% 4,000 General Fund 7.4% 222,304 FTE: 28.6 CAO’s Recommendation of Standard Agreements and other revenue distributions from the California Department of Food & Agriculture (CDFA) and the Department of Pesticide Regulation (DPR) as well as pass –through money from the United States Department of Agriculture (USDA). Funding for the upcoming fiscal year is anticipated to be more stable than in previous years. The Department will maintain a full-time Commissioner, instead of a half-time contractor for the position. Last fiscal year, in order to prevent layoffs, the Department of Agriculture held 9 positions vacant and unfunded, including 3 senior positions. One of these vacancies is now funded and filled by the Commissioner. The 1.0 FTE reduction from FY 2019/20 baseline is a result of State funding cuts to the Department’s current Canine Program. The cut position will be held as vacant and unfunded, until increased funding becomes available. Due to increases in salaries and benefits, the Department will continue holding 9 vacancies. Performance Measurement The Department inspects nurseries, farms, and other areas to monitor for the Light Brown Apple Moth to ensure it does not spread out of Contra Costa County, while keeping the lines of commerce open for our local businesses. Administrative and Program Goals  Improve the effectiveness and efficiency of the Department by adopting new technologies that are available to assist and improve the quality of our work. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 3 Weights and Measures Canine inspection program (1.0) (100,729) Eliminate one position in canine inspection, which will reduce inspections. 2 2 Agriculture Canine inspection program 0 (173,417) Decrease revenue due to contract reductions for one canine handler. 3 2 Agriculture Apple Maggot program 0 $100 Increase revenue for Apple Maggot Trapping contract. Total (1.0) (72,588) 8 6 7 5 General Government General GovernmentCounty of Contra Costa Functional Group Summary General Government County of Contra Costa FY 2019-2020 Recommended Budget 45 Table Description This table presents information in aggregate format summarizing specifically General Fund expenditures, revenues, and Net County Cost for the General Government Functional Group. Included is data for the following departments: Agriculture/Weights and Measures, Assessor, Auditor-Controller, Board of Supervisors, Capital Improvements, Central Support Services, Clerk-Recorder-Elections, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Benefits, General Purpose Revenue, Human Resources, Public Works, and Treasurer-Tax Collector. (Some departments may have non-General Fund activity as well.) The Recommended Net County Cost figure includes $492.5 million in General Purpose Revenue. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 129,997,101 155,554,254 164,191,893 163,167,612 (1,024,281) Services And Supplies 165,287,746 201,974,878 181,495,706 181,437,128 (58,578) Other Charges 47,967,437 51,025,540 48,987,717 48,987,717 0 Fixed Assets 38,690,326 52,773,059 18,763,423 18,763,423 0 Provisions For Contingencies (0) 8,000,000 10,000,000 10,000,000 0 Expenditure Transfers (109,128,798) (109,916,286) (121,912,875) (121,991,060) (78,185) Expense Total 272,813,811 359,411,445 301,525,864 300,364,820 (1,161,044) Revenue Other Local Revenue 624,164,722 636,294,388 655,798,660 656,183,862 385,202 Federal Assistance 9,143,239 14,573,978 13,717,786 13,717,786 0 State Assistance 4,982,258 4,508,621 5,329,589 5,156,172 (173,417) Revenue Total 638,290,219 655,376,987 674,846,035 675,057,820 211,785 Net County Cost (NCC): (365,476,407) (295,965,542) (373,320,171) (374,693,000) (1,372,829) Allocated Positions (FTE) 1,111.5 1,134.7 1,133.7 1,134.2 0.5 Financial Indicators Salaries as % of Total Exp 48% 43% 54% 54% % Change in Total Exp 32% (16%) (0%) % Change in Total Rev 3% 3% 0% % Change in NCC (19%) 26% 0% Compensation Information Permanent Salaries 73,979,312 90,691,788 95,506,457 94,458,405 (1,048,053) Temporary Salaries 1,649,266 2,019,118 2,140,940 2,140,940 0 Permanent Overtime 1,820,533 1,454,523 1,826,074 1,826,074 0 Deferred Comp 946,795 1,252,497 1,501,929 1,504,278 2,349 Comp & SDI Recoveries (155,990) (285,230) (183,041) (183,041) 0 FICA/Medicare 5,597,558 6,833,408 7,207,486 7,207,567 81 Ret Exp-Pre 97 Retirees 239,883 302,240 302,959 302,959 0 Retirement Expense 22,746,308 28,394,871 28,924,451 28,926,878 2,427 Excess Retirement 32,062 0 3,800 3,800 0 Employee Group Insurance 10,222,493 13,619,521 15,629,584 15,641,452 11,868 Retiree Health Insurance 6,327,991 6,456,074 6,290,271 6,290,271 0 OPEB Pre-Pay 3,804,256 3,806,517 2,689,803 2,689,803 0 Unemployment Insurance 168,938 45,481 48,535 48,549 14 Workers Comp Insurance 2,617,695 963,445 2,302,643 2,309,676 7,033 Functional Group Summary General Government 46 County of Contra Costa FY 2019-2020 Recommended Budget General Government, $294,493,029 , 18% Law & Justice, $431,146,766 , 27% Health & Human Services, $885,606,368 , 55% FY 2019-20 Recommended General Fund Expenditures General Government, $300,364,820 , 17% Law & Justice, $437,206,263 , 26% Health & Human Services, $967,526,894 , 57% FY 2018-19 Recommended General Fund Expenditures Agriculture/Weights and Measures Matthew Slattengren, Agriculture Commissioner General Government County of Contra Costa FY 2019-2020 Recommended Budget 47 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,243,623 4,350,051 5,198,702 5,097,973 (100,729) Services And Supplies 1,202,565 1,314,610 1,381,598 1,381,598 0 Fixed Assets 100,346 0 0 0 0 Expenditure Transfers 451,255 575,227 477,429 477,429 0 Expense Total 5,997,790 6,239,887 7,057,729 6,957,000 (100,729) Revenue Other Local Revenue 1,020,958 1,084,459 1,182,728 1,182,828 100 State Assistance 2,469,202 2,624,429 3,447,589 3,274,172 (173,417) Revenue Total 3,490,161 3,708,887 4,630,317 4,457,000 (173,317) Net County Cost (NCC): 2,507,629 2,531,000 2,427,412 2,500,000 72,588 Allocated Positions (FTE) 44.2 44.6 44.6 43.6 -1.0 Financial Indicators Salaries as % of Total Exp 71% 70% 74% 73% % Change in Total Exp 4% 13% (1%) % Change in Total Rev 6% 25% (4%) % Change in NCC 1% (4%) 3% Compensation Information Permanent Salaries 2,642,862 2,753,126 3,440,706 3,374,556 (66,150) Permanent Overtime 7,315 0 0 0 0 Deferred Comp 31,440 32,880 38,049 36,798 (1,251) FICA/Medicare 198,731 243,976 264,197 259,116 (5,081) Ret Exp-Pre 97 Retirees 7,098 9,350 9,350 9,350 0 Retirement Expense 688,713 704,494 738,328 719,000 (19,328) Employee Group Insurance 251,046 276,383 325,035 317,657 (7,378) Retiree Health Insurance 204,151 204,931 209,832 209,832 0 OPEB Pre-Pay 104,588 104,588 91,662 91,662 0 Unemployment Insurance 5,912 1,420 1,659 1,626 (33) Workers Comp Insurance 101,767 18,903 79,884 78,376 (1,508) Department Description The preceding table is a summary of expenditures, revenues and net County costs for five budget units administered by the Agriculture/Weights and Measures Department. Included are data for the following cost centers: 3300 – Agriculture/Weights & Measures Admin 3305/3311 – Agriculture & Pest Management 3315 – Weights & Measures 3320 – Cooperative Extension Agriculture/Weights and Measures General Government 48 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Agriculture/Weights and Measures Department promotes and protects the County’s agricultural interests while protecting the public health and environment; protects the public interest in the commercial exchange of goods where value is determined by weights and measures; educates the public and targeted clientele, including other County departments, in commercial agriculture, urban agriculture/horticulture, youth development, nutrition, and natural resources; and directs service programs including 4-H Youth Development, Master Gardeners, and two federally-funded nutrition education programs. Administration Description: Provides direction and financial control, and develops and implements policies and procedures in support of the operations of the Department. The Agriculture Commissioner/Director of Weights and Measure (Commissioner) was permanently filled mid fiscal year 2018-19. Savings from no longer contracting for this role offsets the cost of adding the position. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,018,902 Financing: 0 Net County Cost: 2,018,902 Funding Sources: General Fund 100.0% $2,018,902 FTE: 4.0 Agricultural Division Description: Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; regulatory oversight of Certified Farmer’s Market and organic program; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and assists the public with pest identification and control techniques using environmentally safe, integrated pest management practices. State funding for the Department’s use of canines trained in sniffing out pests and smuggled plant material, will decrease. As a result, the Department will cancel one vacant Biologist position from this program. The position was operated out of the Weights and Measures Department, but tied to this Agriculture program. Due to increased state pest detection contract funding in fiscal year 2018-19 and 2019-20, the Department had increased seasonal Pest Detection personnel time from 0.7 full-time equivalent (FTE) to 0.82 FTE, and added one 0.82 FTE Specialist. This added staff time enables the Department to complete all deliverables of the increased contract. State funding through unrefunded gas tax and the high risk exclusion contract increased fiscal year 2018-19 and will continue to increase in 2019-20. This continued additional revenue has helped cover increased personnel and building costs. Agricultural Division Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,669,453 Financing: 3,459,278 Net County Cost: 210,175 Funding Sources: State 88.6% $3,250,036 Fees 3.4% 125,242 Interfund Revenue 1.5% 55,000 Other 0.7% 25,000 Forfeitures/Penalties 0.1% 4,000 General Fund 5.7% 210,175 FTE: 31.6 Agriculture/Weights and Measures General Government County of Contra Costa FY 2019-2020 Recommended Budget 49 Weights and Measures Description: Provides assurance of fair business practices by performing routine inspection of all weighing and measuring devices used in commercial transactions. Provides regulatory services to ensure commercial sales are made in compliance with state laws. This unit enforces laws designed to prevent deceptive packaging and ensuring accurate units of measure and accurate charging on electronic transactions. There will be increased work in Weights and Measures as new technology is developed and needs to be tested for accuracy. Some examples are transportation network systems, hydrogen dispensers, and electric charging stations. All of these new technologies will come with increased workload and increased costs. The Department is always exploring new technologies to increase efficiencies and potentially bring in new future revenue. Weights and Measures Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,066,357 Financing: 997,722 Net County Cost: 68,635 Funding Sources: Fees 88.0% $938,586 Forf/Penalties 3.3% 35,000 State 2.3% 24,136 General Fund 6.4% 68,635 FTE: 7.0 Cooperative Extension Description: Cooperative Extension is a public outreach arm of the University of California (UC) that extends research-based information and resources to professionals working in agricultural and natural resource industries as well as to county residents via a wide variety of extension methods. For every $1 Contra Costa County contributes, it sees a match of $14 through UC funding, extramural grants/gifts and volunteer hours. The program works with County farmers to assure a sustainable food system that is safe, productive, environmentally friendly and economically viable; educates landscape managers, pest control operators, and other urban pest management professionals about the principals of integrated pest management (IPM), reducing negative impacts to the environment and community; works with 4-H volunteers and youth development professionals to create opportunities where youth and their families build citizenship, leadership, and life skill competencies necessary for successful adolescent and adult life; and provides research and education on critical nutrition issues including food security, childhood obesity and chronic disease prevention. Cooperative Extension Summary Service: Discretionary Level of Service: Discretionary Expenditures: $202,288 Financing: 0 Net County Cost: 202,288 Funding Sources: General Fund 100.0% $202,288 FTE: 1.0 CAO’s Recommendation The Department of Agriculture/Weights and Measures has a number of Standard Agreements and other revenue distributions from the California Department of Food & Agriculture (CDFA) and the Department of Pesticide Regulation (DPR) as well as pass – through money from the United States Department of Agriculture (USDA). Funding for the upcoming fiscal year is anticipated to be more stable than in previous years. The Department will maintain a full-time Commissioner, instead of a half-time contractor for the position. Last fiscal year, in order to prevent layoffs, the Department of Agriculture Agriculture/Weights and Measures General Government 50 County of Contra Costa FY 2019-2020 Recommended Budget held nine positions vacant and unfunded, including three senior positions. One of these vacancies is now funded and filled by the Commissioner. The other eight positions held vacant and unfunded last year will be deleted, since additional funding has not become available. The 1.0 FTE reduction in FY 2019-20 is a result of State funding cuts to the Department’s current Canine Program. The Department moved into new offices. Occupancy costs will continue to be high until the old office facilities are occupied and paid for by new tenants, resulting in $100,000 of rent savings. The Department converted to a new phone system, which doubled communications costs. The FY 2019-20 Recommended Budget for the Department of Agriculture is balanced while maintaining current service levels, with the exception of the Canine Program staff reduction. California Food and Agricultural Code (FAC) Section 224 (g) states that counties must maintain a certain level of County General Fund support of Agriculture Department. Any additional cuts would place unclaimed gas tax revenue in jeopardy. Performance Measurement The Department inspects nurseries, farms, and other areas to monitor for the Light Brown Apple Moth to ensure it does not spread out of Contra Costa County, while keeping the lines of commerce open for our local businesses. Although Contra Costa County is generally infested with the plant pathogen responsible for Sudden Oak Death (Phytopthora ramorum), Contra Costa’s program, after intensive sampling, found all shipping nurseries in compliance and completely free of this pathogen. The pest free certification allows these nurseries to ship to un-infested areas within California and other States and Countries. The Department works to ensure that the Pest Detection program is in line with the State’s protocols and is ready for new technology by bringing in the state to conduct training with staff, checking the work of staff to ensure they are keeping their work up to the standards set by the state, and getting all data into the statewide electronic database. The Department places and services 10 different types of exotic insect traps with a total of 5,733 individual traps. Staff in Alameda County detected 1 Peach Fruit Fly in a trap on the border of Contra Costa County during 2018. Additional traps were placed to monitor for the pest. CDFA conducted treatments and no finds have been made after treatments begun. The Glassy-Winged Sharpshooter / Pierce’s Disease Control Program continues to be very successful in Contra Costa County, greatly benefiting the agriculture and horticultural communities. One Sharpshooter was found at a nursery in 2018. Though there was some reduction in this state contract, increased efficiencies in our program have resulted in retaining program efficacy. The Department continues to work closely with the Integrated Pest Management Coordinator to improve the Department and County’s pest management programs. There were more reductions in the number of sites treated for pest management than in previous years. The Depatment surveyed and/or treated 44 historically invasive noxious weed infested sites for the three target species of the program. For the fourth year in a row, the Department received a CDFA contract to conduct a trapping program for Asian Citrus Psyllid (ACP). This relatively new pest of citrus already infests much of Southern California. This insect pest has been detected in Contra Costa County in two locations. CDFA conducted treatments and increased trapping with no new finds. Our pesticide use enforcement program involves inspections of operations by growers, pest control operators, agencies and others that use and store pesticides. The program involved 526 inspections and Agriculture/Weights and Measures General Government County of Contra Costa FY 2019-2020 Recommended Budget 51 69 investigations of alleged misuse or exposure. Education is a basic component of our enforcement program. The Department reached 219 individuals through 12 training sessions, some of which were given in Spanish. The Weights and Measures Division conducted 65 investigations last year and filed four administrative actions to correct the problems found. These actions serve to protect consumers and businesses in the county. The Department currently has two Weights and Measures staff members in the areas of Heavy Capacity and Industrial Scales Inspection and has others who are being trained to assist in these programs. All Weights and Measures staff attends training for different aspects of Weights and Measures programs, including hearing and investigations, to keep them up with the ever changing industry. Staff performed 455 point-of-sale (Price Verification) inspections in 2018. There were 82 violation notices and five administrative actions were issued involving $7,350 in proposed fines. The Canine Program continues to be a success. One canine team continues to work regionally in 12 Greater Bay Area counties at FedEx and UPS. The Canine Program continues to work in two U.S. Post Office facilities and will be working at more facilities in the future. In parcel facilities throughout the state, the canine teams have successfully intercepted packages that could have severe economic impact to California’s agriculture and environment. The University of California Cooperative Extension (UCCE) is in the process of hiring a new Farm Advisor, as the previous incumbent is now retired/Emeritus. The Department expects the new Farm Advisor will provide technical growing assistance to farmers in the form of farm visits, office visits, e-mails, and telephone calls, orgnaized or co-organized meetings and delivered presentations, grower newsletters and other authored or co-authored grower- oriented publications. UCCE’s Agricultural Resources website shares sound, science- based information relevant to all aspects of crops production in Contra Costa County. The University of California (UC) Master Gardener Program of Contra Costa County has 259 active Master Gardener volunteers who contributed 23,663 hours (valued by the Independent Sector at $679,374), educating 12,885 local County residents on a wide range of topics which promote healthy and sustainable homes and communities: proper plant problem diagnosis; safe pest management techniques that minimize pesticide use; water conservation and drought tolerant landscaping; composting and green waste reduction; and home food production which promotes food security and healthy eating. The UC Master Gardener Program of Contra Costa County continues to increase its volunteer base and educational outreach efforts especially in West and East County through our demonstration gardens, public talks and community workshops. The UCCE 4-H Youth Development Program trained and managed 219 volunteers, who each donated an average of 75 hours to 4-H (CA4-H,2019), contributing an estimated 16,425 hours which is valued at $477,803 (CA Volunteer-Time Valued at $29.09/hr.), engaging 632 youth to deliver the yearlong 4-H program. Collaborated with the Nutrition Unit to conduct Project 4-H2O, a youth led participatory action research activity, engaging all 550 youth at John Swett High School and convincing the school district to install water stations ultimately addressing childhood obesity. Youth participating in 4-H are 1.6 times more likely to report better grades (B or better),1.8 times more likely to go to college and 3 times more likely to contribute to their communities. 4-H girls are 2 times more likely to have plans to pursue science careers. In the recent past, UCCE Agriculture Program spearheaded an aggressive program which successfully eradicated Agriculture/Weights and Measures General Government 52 County of Contra Costa FY 2019-2020 Recommended Budget Cherry Buckskin Disease from the County and received an IPM Achievement Award from the CA Department of Pesticide Regulation in recognition of this significant accomplishment. Previously, UCCE developed a comprehensive grower education program for controlling another new cherry pest, the Spotted Wing Drosophila, preventing millions of dollars in loss to the $2.6 million cherry industry. The Department looks forward to the hiring of a new UCCE Farm Advisor, pending completion of the already-begun Farm Advisor-candidate selection process. The UCCE Expanded Food and Nutrition Education Program educators provided 3,221 low-income students, an average of six hours of nutrition education, and 83% showed improvement in their diet quality. In addition, 307 low-income parents learned how to eat healthy on a limited budget. Evaluations showed that 90% of parents improved their nutrition habits and 75% improved their food budgeting practices. The UC CalFresh Nutrition Education Program Coordinator engaged high school teens in a Youth-led Participatory Research Project to investigate access to drinking water at school. The teen leaders presented their findings to the school board and successfully advocated for hydration stations on each floor of the school. The Nutrition, Family, and Consumer Sciences Advisor contributed to other extension and research projects to address child obesity, chronic disease, and food insecurity to improve the health status of Contra Costa residents. The UCCE Urban IPM Program, led by the UCCE Advisor, trained over 2,000 clients: including structural pest control operators, professional landscape managers, pest control advisers, urban agriculture practitioners, municipal staff, UC Master Gardeners and the general public. Clients were trained in IPM strategies and tactics, invasive pest species awareness and preparation, and urban surface water concerns related to pest management. The UCCE Urban Forestry Program organized a meeting in Contra Costa County focused on landscape tree maintenance during drought and participated in four other professional conferences. Education was delivered to 323 professionals on managing drought stress in trees, evaluating tree water-use and providing appropriate drought-conscious irrigation to preserve mature trees. The UCCE Urban Agriculture Program educates on urban soil quality, food safety and food system policies, and conducted five workshops for 150 County residents. Administrative and Program Goals Improve the effectiveness and efficiency of the Department by adopting new technologies that are available to assist and improve the quality of our work. Enforce regulations preventing the movement of the Asian Citrus Psyllid and Sudden Oak Death to new locations in the county and state. Find efficiencies and new sources of funding for our noxious weed management program. Work with California Department of Food and Agriculture and other County agriculture departments to help improve the compliance at farmers markets to support local farmers and direct marketing to the public. Inform and help train growers and pest control professionals on the changes in laws and regulations that will affect how they conduct their businesses within the county. Ensure staff is trained on changing weights and measures devices and inspection procedures. Continue emphasis on gaining compliance with price verification within the county. Improve farming efficiencies by educating farmers on how to reduce costs and improve operations. Agriculture/Weights and Measures General Government County of Contra Costa FY 2019-2020 Recommended Budget 53 Help residents sustain landscaping during drought while minimizing landscape water use. Improve efficacy and ensure sustainability of pest management services provided in the County, while minimizing negative impacts to local communities and the environment. Eliminate fines that municipalities, including the County, pay due to home garden pesticide run-off. Increase the number of youth prepared to enter careers in science by gaining leadership skills. Improve the dietary habits, nutritional understanding and food security of low- income residents. Educate residents on how to optimally manage limited financial resources to eat more healthily. Provide Urban Agriculture educational and technical advice to urban food growers, and other County residents through urban agriculture educational presentations, workshops, tours, radio commentaries and client inquiries. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 3 Weights and Measures Canine inspection program (1.0) (100,729) Eliminate one position in canine inspection, which will reduce inspections. 2 2 Agriculture Canine inspection program 0.0 (173,417) Decrease revenue due to contract reductions for one Canine handler. 3 2 Agriculture Apple Maggot program 0.0 100 Increase revenue for Apple Maggot Trapping contract. Total (1.0) 72,588 Agriculture/Weights and Measures General Government 54 County of Contra Costa FY 2019-2020 Recommended Budget Assessor Gus Kramer, Assessor General Government County of Contra Costa FY 2019-2020 Recommended Budget 55 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 13,332,020 15,344,524 16,128,301 15,387,565 (740,736) Services And Supplies 2,684,752 2,501,322 2,739,832 2,739,832 0 Other Charges 1,747 4,900 4,900 4,900 0 Fixed Assets 0 10,000 10,000 10,000 0 Expenditure Transfers (318,738) (248,651) (249,788) (249,788) 0 Expense Total 15,699,781 17,612,095 18,633,245 17,892,509 (740,736) Revenue Other Local Revenue 1,120,728 1,462,095 1,642,509 1,642,509 0 Revenue Total 1,120,728 1,462,095 1,642,509 1,642,509 0 Net County Cost (NCC): 14,579,053 16,150,000 16,990,736 16,250,000 (740,736) Allocated Positions (FTE) 122.0 122.0 122.0 122.0 0.0 Financial Indicators Salaries as % of Total Exp 85% 87% 87% 86% % Change in Total Exp 12% 6% (4%) % Change in Total Rev 30% 12% 0% % Change in NCC 11% 5% (4%) Compensation Information Permanent Salaries 7,518,319 8,460,038 8,883,040 8,142,304 (740,736) Temporary Salaries 269,456 142,259 267,259 267,259 0 Permanent Overtime 1,341 15,000 15,000 15,000 0 Deferred Comp 78,921 118,200 178,740 178,740 0 Comp & SDI Recoveries (757) (9,120) (9,120) (9,120) 0 FICA/Medicare 563,109 711,436 746,892 746,892 0 Ret Exp-Pre 97 Retirees 25,280 41,027 41,027 41,027 0 Retirement Expense 2,446,609 2,985,806 3,062,792 3,062,792 0 Employee Group Insurance 1,007,394 1,351,508 1,640,919 1,640,919 0 Retiree Health Insurance 860,792 872,110 799,608 799,608 0 OPEB Pre-Pay 436,063 436,063 362,655 362,655 0 Unemployment Insurance 16,819 4,746 4,982 4,982 0 Workers Comp Insurance 108,676 215,451 134,508 134,508 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues and net County costs for four budget units. Included is data for the following budgets: Appraisal, Business, Support Services, and Administrative Services. Assessor General Government 56 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Assessor’s Office is responsible for discovering and assessing all property within the County; producing and delivering an assessment roll by July 1 of each year; valuing all real property; auditing all entities doing business in the County and valuing all taxable personal property; establishing and maintaining a set of 11,000 maps for assessment purposes, delineating every parcel of land in the County; and providing public information to assist taxpayers with questions about property ownership and assessment. Appraisal Description: Ensure that all secured real and personal property within the county has been accurately valued and entered on the regular and supplemental assessment rolls. Appraisal Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,984,784 Financing: 728,534 Net County Cost: 6,256,250 Funding Sources: Transfers 1.4% $96,168 Fees 5.0% 351,316 Prop. Tax Admin. 4.0% 281,050 General Fund 89.6% 6,256,250 FTE: 47.0 Business Description: Ensure that all business personal property within the county has been accurately reported and valued and entered on the regular and supplemental assessment rolls. Business Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,777,945 Financing: 185,445 Net County Cost: 1,592,500 Funding Sources: Transfers 1.4% $24,479 Fees 5.0% 89,426 Prop. Tax Admin. 4.0% 71,540 General Fund 89.6% 1,592,500 FTE: 12.0 Support Services Description: Enroll all valid exemptions on the annual and supplemental local assessment rolls; provide data entry and drafting services to the department; review policies and procedures, and make changes where necessary; and provide service to agencies, private organizations and to the public. Support Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $8,345,457 Financing: 870,457 Net County Cost: 7,475,000 Funding Sources: Transfers 1.4% $114,902 Fees 5.0% 419,755 Prop. Tax Admin. 4.0% 335,800 General Fund 89.6% 7,475,000 FTE: 56.0 Assessor General Government County of Contra Costa FY 2019-2020 Recommended Budget 57 Administrative Services Description: Establish and administer policies relative to department operations and provide administrative guidelines for carrying out these policies. Administrative Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,034,111 Financing: 107,861 Net County Cost: 926,250 Funding Sources: Transfers 1.4% $14,238 Fees 5.0% 52,013 Prop. Tax Admin. 4.0% 41,610 General Fund 89.6% 926,250 FTE: 7.0 Property Tax Administration Program (Fund 115100) Description: Provides funding from the State- County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Property Tax Administration Program Service: Mandatory Level of Service: Discretionary Expenditures: $3,019,512 Financing: 0 Net Fund Cost: 3,019,512 Funding Sources: Fund Balance 100.0% $3,019,512 Fund: 115100 CAO’s Recommendation Baseline Budget The baseline net County cost reflects a net $840,736 increase from FY 2018-19. A one-time rebudget of restricted fund balance totaling $150,000 was eliminated from the baseline. Salary and benefit costs increased by $1,683,979, reflecting a 4% cost of living increase as of July 1, 2019 as well an increased County share of employee benefit costs. Operational costs, including interdepartmental charges, software costs and temporary salaries increased by $512,373. Revenue increased by $180,414 for additional transfers from the Property Tax Administration Program to offset software and IT costs. The baseline budget includes the previously established vacancy factor of $1,025,202. Recommended Budget The Recommended Budget was reduced by $740,736 to reflect an increased vacancy factor and bring the total factor to $1.76 million in FY 2019-20. As of January, 2019, the department had 25 vacant positions totaling $2.67 million at FY 2019-20 costs. The department has 122 authorized positions, and a historic vacancy rate in excess of 20%. The increased vacancy factor may restrict the hiring of approximately 16 of the 25 long-time vacant positions. The Assessor’s Office continues to experience a high level of turnover from resignations and retirements. Difficulties in hiring and maintaining adequate staffing makes it extremely difficult for the Department to close the regular and supplemental assessment rolls in a timely manner, and makes it difficult to meet the statutory program obligations of the office. The County Administrator’s Office will closely monitor the department’s budget and adjust the vacancy factor if necessary. Performance Measurement Completed the implementation of the iNovah cashiering system. This new automated system replaced a manual hand-written Assessor General Government 58 County of Contra Costa FY 2019-2020 Recommended Budget process; provides for check scanning and receipt printing; further automates the depositing process; and provides improved tracking and reporting of cash received in the Assessor’s Office. Revised the Assessor Parcel Map Update procedures to: provide for the electronic distribution and tracking of map page updates to subscriber agencies; and improve the Assessor Parcel Map contract and billing process. Reformatted street addresses in the County’s Land Information System (LIS) database to match the United States Postal Service format. Now, the Assessor’s Office can use commercial software programs to electronically validate and maintain addresses in the LIS database. Completed the re-mapping of two complete Assessor parcel map books consisting of 200 map pages and over 8,000 parcels. Developed new correspondence to assist the public in better understanding reassessment exclusions for Parent-Child Transfers (Proposition 58) and other change in ownership exclusions. Promoted the usage of the Electronic Standard Data Record system to enable taxpayers to file business property statements (form 571L) electronically. Approximately 77% of all businesses are now filing property statements electronically, which saves clerical and appraisal staff time in processing business property statements and assessing unsecured property for tax assessment purposes Administrative and Program Goals Evaluate and improve the process for handling building permits between the Residential Division and the Data Entry Division clerical staff. Document and train staff on new procedures. Review, evaluate and update Local Exemption procedures and databases to improve efficiencies within the unit. Evaluate and streamline business process workflows using the new Parcel Fabric software to provide monthly data set updates to agencies, with the goal of significantly reducing processing time. Redesign and streamline the various Parent/Child Exclusion (Proposition 58) tracking and reporting databases to better monitor assigned work and improve productivity within the Standard’s Division of the Assessor’s Office. Automate the processing of supplemental property assessments resulting from the sale or transfer of property. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1-4 Appraisal, Business and Support Services Salaries and Benefits 0 (740,736) Increased Vacancy Factor - will require the department to manage the filling of staff vacancies. Total Vacancy Factor is $1.76 million. Total 0.0 (740,736) Auditor-Controller Robert R. Campbell, Auditor-Controller General Government County of Contra Costa FY 2019-2020 Recommended Budget 59 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 6,821,532 8,425,553 8,398,970 8,107,121 (291,849) Services And Supplies 2,097,533 2,310,230 2,390,923 2,390,923 0 Expenditure Transfers (471,785) (432,750) (432,750) (432,750) 0 Expense Total 8,447,280 10,303,033 10,357,143 10,065,294 (291,849) Revenue Other Local Revenue 6,002,282 6,145,033 6,565,294 6,565,294 0 Revenue Total 6,002,282 6,145,033 6,565,294 6,565,294 0 Net County Cost (NCC): 2,444,998 4,158,000 3,791,849 3,500,000 (291,849) Allocated Positions (FTE) 60.0 60.0 60.0 60.0 0.0 Financial Indicators Salaries as % of Total Exp 81% 82% 81% 81% % Change in Total Exp 22% 1% (3%) % Change in Total Rev 2% 7% 0% % Change in NCC 70% (9%) (8%) Compensation Information Permanent Salaries 3,978,811 5,053,076 5,090,133 4,798,285 (291,849) Temporary Salaries 12,490 62,500 62,500 62,500 0 Permanent Overtime 84,795 0 0 0 0 Deferred Comp 69,680 72,600 99,240 99,240 0 Comp & SDI Recoveries (478) (5,000) (5,000) (5,000) 0 FICA/Medicare 289,045 375,315 383,230 383,230 0 Ret Exp-Pre 97 Retirees 13,001 19,616 19,616 19,616 0 Retirement Expense 1,265,966 1,566,691 1,526,569 1,526,569 0 Excess Retirement 8,257 0 0 0 0 Employee Group Insurance 575,671 752,047 802,864 802,864 0 Retiree Health Insurance 251,972 254,579 276,664 276,664 0 OPEB Pre-Pay 232,184 232,184 112,724 112,724 0 Unemployment Insurance 8,676 2,483 2,579 2,579 0 Workers Comp Insurance 31,461 39,461 27,850 27,850 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net county costs for program areas within the Office of the Auditor-Controller. Included is data for the following program area budgets: Property Tax, Payroll, General Accounting & Accounts Payable, Internal Audit, Special Accounting, Administration & Systems Development, and Automated Systems Development. Auditor-Controller General Government 60 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Auditor-Controller is the Chief Accounting Officer for the County. The mandate is to ensure the required Auditor-Controller functions specified in the California Constitution, under various California codes, and by the Board of Supervisors are performed. The duties are performed under the legal authority primarily set forth in the Government Code beginning with Sections 26880 and 26900. The Office of the Auditor-Controller’s primary mission is to ensure the fiscal integrity of the County’s financial records and to provide service, assistance and information to the public, Board of Supervisors, County Administrator’s Office, County departments and employees, special districts, and some regional non-county agencies. Property Tax Description: To build the countywide tax roll and allocate and account for property tax apportionments and assessments for all jurisdictions in the County. Property Tax Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $1,692,069 Financing: 1,652,619 Net County Cost: 39,450 Funding Sources: Fees 97.7% $1,652,619 General Fund 2.3% 39,450 FTE: 9.0 Payroll Description: To process payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Payroll Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $2,213,051 Financing: 1,577,063 Net County Cost: 635,988 Funding Sources: Fees 54.9% $1,215,072 Transfers 16.4% 361,991 General Fund 28.7 % 635,988 FTE: 13.0 General Accounting & Accounts Payable Description: To manage the countywide Financial System and process various types of fiscal information for County departments, special districts, and other non-county agencies. To maintain the general ledger. To enforce accounting policies, procedures, and processes. To ensure financial reporting in accordance with County policies and state and federal guidelines. To reconcile fixed asset activity to County inventory. To process demands, purchase orders, and contracts. Auditor-Controller General Government County of Contra Costa FY 2019-2020 Recommended Budget 61 General Accounting & Accounts Payable Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $2,283,043 Financing: 3,257,239 Net County Cost: (974,196) Funding Sources: Fees 140.6% $3,208,518 Transfers 2.1% 48,721 General Fund (42.7)% (974,196) FTE: 17.0 Internal Audit Description: To develop and execute audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. To produce the Comprehensive Annual Financial Report. Internal Audit Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $910,430 Financing: 21,792 Net County Cost: 888,638 Funding Sources: Fees 0.6% $5,006 Transfers 1.8% 16,786 General Fund 97.6% 888,638 FTE: 7.0 Special Accounting Description: To assist in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. To prepare the countywide Cost Allocation Plan. To prepare various fiscal reports. To assist in the issuance and administration of County and school bonds. Special Accounting Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $327,993 Financing: 229,331 Net County Cost: 98,662 Funding Sources: Fees 68.3% $224,079 Transfers 1.6% 5,252 General Fund 30.1% 98,662 FTE: 3.0 Administration & Systems Description: To provide general management of the financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. To provide employee development, personnel, payroll, and fiscal administration. To provide systems development and support. To provide secretarial support. Administration & Systems Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $3,071,458 Financing: 260,000 Net County Cost: 2,811,458 Funding Sources: Fees 8.5% $260,000 General Fund 91.5% 2,811,458 FTE: 11.0 Auditor-Controller General Government 62 County of Contra Costa FY 2019-2020 Recommended Budget Automated Systems Development (Non-General Fund) The following budget units are included: Automated Systems Development Revenue, Automated Systems Development Description: To accumulate interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. (Non-General Fund) Automated Systems Development Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $200,000 Financing: 52,000 Net Fund Cost: 148,000 Funding Sources: Interest Earnings 26.0% $52,000 Fund Balance 74.0% 148,000 FTE: 0 CAO’s Recommendation Baseline Budget The baseline net County cost represents a $366,151 net decrease from the FY 2018-19 Adjusted Budget. Salary and benefit costs increased by $70,792 and includes a 4% negotiated cost of living increase as well as the elimination of one Assistant County Auditor-Controller position. Estimated costs for retiree health insurance and other post employment benefits decreased by a net of $97,375. Services and Supplies increased by $80,693 primarily due to increased costs of support from Information Technology. Revenues are anticipated to increase by $420,261. The increase is mainly due to additional charges for service through the A-87 cost plan. Recommended Budget The Recommended Budget was reduced by a further $291,849. The department will achieve this reduction by holding an equivalent of 1.5 positions vacant throughout fiscal year 2019-20. The recommended net County cost of $3,500,000 will provide funding necessary to maintain basic services in fiscal year 2019-20. Performance Measurement Worked with the Department of Information Technology staff to upgrade the KRONOS Timekeeping System. Assisted DOIT with the completion of Phase I of Kronos Timekeeping System upgrade and new rapid data entry product – Cleverant. Continuing to work with DOIT and Departments to resolve Go Live issues. Continue the process of documenting business procedures and of improving efficiencies throughout the Office. Worked with DOIT on the implementation of a new mainframe. The implementation has resulted in faster processing times. Rolled out new Laserfiche and Weblink servers and upgraded the imaging software. This has resulted in faster response times for users and better quality images for departments. Start the process of implementing a new countywide Finance System. Continue to work with DOIT and County Administrator’s Office in regards to implementation of new Finance System. Auditor-Controller General Government County of Contra Costa FY 2019-2020 Recommended Budget 63 Administrative and Program Goals Work with the Department of Information Technology staff regarding next phase(s) of the Kronos Timekeeping 8.1 implementation. Continue the process of implementing a new countywide Finance System. Continue the process of documenting business procedures and of improving efficiencies throughout the Office. Provide training to County departments for payroll reporting and processes. Continue to automate processes to help streamline processes in our General Accounting Division. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1-6 All divisions Salaries and Benefits 0.0 (291,849) Establish Vacancy Factor – will require the department to manage the filling of staff vacancies. Total 0.0 (291,849) Auditor-Controller General Government 64 County of Contra Costa FY 2019-2020 Recommended Budget Board of Supervisors General Government County of Contra Costa FY 2019-2020 Recommended Budget 65 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,300,228 4,792,733 4,893,789 4,849,535 (44,254) Services And Supplies 1,960,715 4,526,257 2,790,069 2,790,069 0 Other Charges 291 411,817 200 200 0 Expenditure Transfers 724,233 1,261,100 (54,225) (54,225) 0 Expense Total 6,985,467 10,991,907 7,629,833 7,585,579 (44,254) Revenue Other Local Revenue 562,601 527,538 525,579 525,579 0 Revenue Total 562,601 527,538 525,579 525,579 0 Net County Cost (NCC): 6,422,866 10,464,369 7,104,254 7,060,000 (44,254) Allocated Positions (FTE) 31.5 32.3 32.3 31.8 (0.5) Financial Indicators Salaries as % of Total Exp 62% 44% 64% 64% % Change in Total Exp 57% (31%) (1%) % Change in Total Rev (6%) (0%) 0% % Change in NCC 63% (32%) (1%) Compensation Information Permanent Salaries 2,615,498 2,867,236 2,967,366 2,948,129 (19,237) Temporary Salaries 22,518 86,000 85,000 85,000 0 Deferred Comp 112,815 119,400 126,900 125,100 (1,800) FICA/Medicare 202,575 221,731 231,607 230,403 (1,204) Ret Exp-Pre 97 Retirees 8,387 12,867 12,867 12,867 0 Retirement Expense 816,812 897,096 897,544 891,524 (6,020) Employee Group Insurance 336,528 448,931 482,426 466,571 (15,855) Retiree Health Insurance 61,813 60,162 53,502 53,502 0 OPEB Pre-Pay 58,213 58,213 21,464 21,464 0 Unemployment Insurance 4,536 1,449 1,507 1,497 (10) Workers Comp Insurance 60,533 19,648 13,604 13,476 (128) Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs related to functions of the Board of Supervisors. Included is recommended budget information for the following: Board Administration, District I Operations, District II Operations, District III Operations, District IV Operations, District V Operations, thirteen Municipal Advisory Councils, Unfunded Mandates and Resdistricting. Major Department Responsibilities As defined by general law, the duties of the Board of Supervisors include: appointing most County department heads, except elected officials, and providing for the appointment of all other County employees; providing for the compensation of all County officials and employees; creating offices, boards and commissions as needed, appointing members and fixing the terms of office; awarding all contracts for Public Works and all other contracts exceeding $100,000; adopting an Board of Supervisors General Government 66 County of Contra Costa FY 2019-2020 Recommended Budget annual budget; sponsoring an annual audit of all County accounts, books, and records; supervising the operations of departments and exercising executive and administrative authority through the County Administrator; serving as the appellate body for Planning and Zoning issues; and serving as the County Board of Equalization (the Board has created an Assessment Appeals Board to perform this function). Legislative and Policy Direction Description: Enforce statutes and enact legislation to serve and protect County residents, establish general operating policies and plans, adopt annual budgets and levy taxes, determine land use, and appoint County officials. This section includes administrative, staffing and operational expenses for the Board of Supervisors District Offices. Salary and benefit costs for each district office include 5.0 full-time equivalent staff positions and 1.0 board member position, with the exceptions of the District III Office, which has 5.75 full-time equivalent positions and the District V Office, which has 6.0 full-time equivalent staff positions. Legislative and Policy Direction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $7,345,804 Financing: 384,804 Net County Cost: 6,961,000 Funding Sources: Intergovernmental 3.2% $240,000 Property Tax Admin 1.5% 108,579 Transfers 0.5% 34,225 Miscellaneous 0.1% 2,000 General Fund 94.7% 6,961,000 FTE: 31.75 Municipal Advisory Councils Description: Advise the Board on matters that relate to their respective unincorporated areas, as designated by the Board, concerning services, which are or may be provided to the area by the County or other local government agencies, including but not limited to advice on matters of public health, safety, welfare, public works, and planning. The Recommended Budget includes appropriations for the thirteen Municipal Advisory Councils (MAC) in the amount of $3,000 each for FY 2019-20. MACs may seek and apply for funding from non-County sources to supplement their budgets. Each District Office administers MAC budgets within their district boundaries. Municipal Advisory Councils Summary Service: Discretionary Level of Service: Discretionary Expenditures: $39,000 Financing: 0 Net County Cost: 39,000 Funding Sources: General Fund 100.0% $39,000 Merit Board Description: To hear and make determinations on appeals of employees and oversee the merit system to ensure that merit principles are upheld. Merit Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $60,000 Financing: 0 Net County Cost: 60,000 Funding Sources: General Fund 100.0% $60,000 Board of Supervisors General Government County of Contra Costa FY 2019-2020 Recommended Budget 67 Board Mitigation Programs Description: Provide funding from solid waste transfer facility host community mitigation fees from the West Contra Costa Sanitary Landfill Inc. for the benefit of the incorporated and unincorporated North Richmond area. Funding is currently used to support a resident deputy sheriff in North Richmond. Board Mitigation Summary Service: Discretionary Level of Service: Discretionary Expenditures: $175,000 Financing: 175,000 Net County Cost: 0 Funding Sources: Transfer Station Mitg 100.0% $175,000 Board Mitigation Program (Non-General Fund) Description: Provide funding for programs through the North Richmond Waste & Recovery Mitigation Program, which has been established to mitigate the impacts of illegally dumped waste and associated impacts in North Richmond and adjacent areas. North Richmond Waste & Recovery Mitigation Fund Service: Discretionary Level of Service: Discretionary Expenditures: $755,250 Financing: 755,250 Net County Cost: 0 Funding Sources: No. Richmond Waste & Recovery Mitigation 100.0% $755,250 CAO’s Recommendation The FY 2019-20 Recommended Budget funds the administrative requirements of the Board of Supervisors’ operations, including District offices and Municipal Advisory Councils (MACs). Each of the Board’s thirteen MACs are proposed to receive an allocation of $3,000 for operating expenses, which is consistent with prior budget years. The Recommended Budget also includes expenditure appropriations for County memberships in the California State Association of Counties (CSAC), Association of Bay Area Governments (ABAG), Urban County Caucus (UCC) and National Association of Counties (NACo). In addition, administrative expenses related to electronic support of the County’s Ordinance Code and the Countywide Single Audit are included in the Recommended Budget. The County Administrator is recommending a decrease to net County cost in the amount of $44,254, which reflects the cancellation of one, part time (20/40) Clerk-Experienced Level position assigned to the Merit Board. The Merit Board receives clerical support from an Executive Secretary position within the Human Resources department. The Human Resources department is then reimbursed by the Merit Board for a portion of the costs incurred by the Executive Secretary position. Continuing to fund the part-time Clerk-Experienced Level position would result in a duplication of budgeted expenditures. The Clerk-Experienced Level position is currently vacant and has not been filled for several years. After accounting for the proposed reduction of the clerical position described above, salary and benefit costs are increased by $56,802 over FY 2018-19. This increase is composed of three primary factors: scheduled cost-of-living increases, increased costs of employee group insurance and a slight reduction to the departmental share of OPEB pre-funding costs. Board of Supervisors General Government 68 County of Contra Costa FY 2019-2020 Recommended Budget As has been budgeted in prior years, an expenditure transfer of CC Futures monies will offset costs of $67,500 in the District IV Office. These funds are from deposits of Transient Occupancy Tax received from the Renaissance Club Sport and Embassy Suites properties that were directed to CC Futures pursuant to Board policy. In addition, projected salary and benefit costs assume that the District V Office will continue to receive $100,000 of Keller Canyon Mitigation Funding to support staffing needs and offset the additional 1.0 FTE budgeted for their office. FY 2019/20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Merit Board Salary & Benefits (0.5) (44,254) Abolish one vacant part-time (20/40) Clerk Experienced Level position. Total (0.5) (44,254) Capital Improvements General Government County of Contra Costa FY 2019-2020 Recommended Budget 69 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 629,986 2,195,000 1,500,000 1,500,000 0 Fixed Assets 33,949,718 51,614,000 17,550,000 17,550,000 0 Expenditure Transfers (2,665,817) (2,550,000) (2,550,000) (2,550,000) 0 Expense Total 31,913,886 51,259,000 16,500,000 16,500,000 0 Revenue Other Local Revenue 11,602,930 694,000 0 0 0 Revenue Total 11,602,930 694,000 0 0 0 Net County Cost (NCC): 20,310,956 50,565,000 16,500,000 16,500,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 61% (68%) 0% % Change in Total Rev (94%) (100%) 0% % Change in NCC 149% (67%) 0% Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for the following three budget units within the County general fund: 0080 – Minor non-Capital Improvement 0085 – Facilities Lifecycle Investment Program 0111 – Capital Projects-Plant Acquisition Minor non-Capital Improvement Description: Conduct various minor repairs and improvements to County facilities using in- house staff, consultants, and contractors. Minor non-Capital Improvement Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,500,000 Financing: 0 Net County Cost: 1,500,000 Funding Sources: General Fund 100.0% $1,500,000 Capital Improvements General Government 70 County of Contra Costa FY 2019-2020 Recommended Budget Facilities Lifecycle Improvement Description: To address deferred facilities maintenance and capital renewal in accordance with the County’s comprehensive management program for real estate assets relative to acquisition, use, disposition, and maintenance. Facilities Lifecycle Improvement Summary Service: Discretionary Level of Service: Discretionary Expenditures: $12,550,000 Financing: 2,550,000 Net County Cost: 10,000,000 Funding Sources: Interdept Charges 20.3% $2,550,000 General Fund 79.7% $10,000,000 Capital Projects - Plant Acquisition Description: Plan, design and construct various repair, improvement, and construction projects for County facilities using in-house staff, consultants, and contractors. Capital Projects - Plant Acquisition Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,000,000 Financing: 0 Net County Cost: 5,000,000 Funding Sources: General Fund 100.0% $5,000,000 CAO’s Recommendation The fiscal year 2019-20 baseline net County cost decreased by $34,065,000 from the 2018- 19 budget due to the elimination of restricted prior year fund balance that had been carried over at year-end for various capital projects as well as the elimination of funds encumbered for projects in the current year. Fund balance will be determined for various projects at fiscal year- end, not as part of the annual budget process. The budget for Minor Capital Improvements totals $1,500,000, which is available on an emergency basis for minor improvements when there is no other funding available. The budget for the Facilities Lifecycle Improvement Program includes transfers and revenue totaling $2,550,000 on a building cost- per-foot basis for future projects along with $10,000,000 from the General Fund. The budget for Plant Acquisition reflects funding in the amount of $5,000,000, intended as an on- going resource for construction and repair of County facilities. The monies can be used for capital projects and/or debt service for a future infrastructure borrowing program. The recommended net County cost of $16,500,000 will provide the funding necessary to maintain capital improvement efforts in fiscal year 2019-20. For more detailed information on current County capital projects, please see Page 527. Central Support Services General Government County of Contra Costa FY 2019-2020 Recommended Budget 71 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,351,363 5,570,857 5,906,321 5,906,321 0 Services And Supplies 2,821,444 3,840,719 2,884,980 2,884,980 0 Other Charges 5,151,748 5,694,230 5,213,230 5,213,230 0 Fixed Assets 16,476 20,000 20,000 20,000 0 Expenditure Transfers 43,918 59,703 (273,136) (273,136) 0 Expense Total 12,384,949 15,185,509 13,751,395 13,751,395 0 Revenue Other Local Revenue 4,920,832 6,200,267 6,729,395 6,729,395 0 State Assistance 43,083 34,192 32,000 32,000 0 Revenue Total 4,963,915 6,234,459 6,761,395 6,761,395 0 Net County Cost (NCC): 7,421,034 8,951,050 6,990,000 6,990,000 0 Allocated Positions (FTE) 43.0 44.0 44.0 44.0 0.0 Financial Indicators Salaries as % of Total Exp 35% 37% 43% 43% % Change in Total Exp 23% (9%) 0% % Change in Total Rev 26% 8% 0% % Change in NCC 21% (22%) 0% Compensation Information Permanent Salaries 2,548,239 3,307,963 3,543,239 3,543,239 0 Temporary Salaries 73,440 62,714 70,000 70,000 0 Deferred Comp 36,839 60,060 56,460 56,460 0 Comp & SDI Recoveries (4,658) 0 0 0 0 FICA/Medicare 194,237 251,411 270,278 270,278 0 Ret Exp-Pre 97 Retirees 8,385 10,557 10,557 10,557 0 Retirement Expense 811,612 1,027,714 1,068,966 1,068,966 0 Employee Group Insurance 315,217 476,182 528,780 528,780 0 Retiree Health Insurance 244,223 251,071 233,653 233,653 0 OPEB Pre-Pay 99,361 99,361 106,533 106,533 0 Unemployment Insurance 5,851 1,654 1,780 1,780 0 Workers Comp Insurance 18,617 22,171 16,075 16,075 0 Central Support Services General Government 72 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for six budget units, including for the following: 0002 – Clerk of the Board 0356 – Local Agency Formation Commission (LAFCO) 0025 – Management Information Systems 0150 – Insurance/Risk Management 0135 – Economic Promotion Clerk of the Board of Supervisors Description: To provide staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Committees. Adjustment: The baseline budget increased by a net of $85,000. Salary and benefit costs increased by $48,974 and reflect a 4% cost of living increase as of July, 2019. Services and supplies, including information technology and public works charges, increased by $78,740. Temporary staff costs were reduced by $42,714 based on anticipated needs for the upcoming fiscal year. Impact: The recommended net County cost of $1,143,000 will provide a minimum level of general fund resources needed to maintain mandated services in fiscal year 2019-20. Clerk of the Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,236,575 Financing: 93,575 Net County Cost: 1,143,000 Funding Sources: Intergovernmental 2.2% $27,000 Property Tax Adm 1.8% 22,000 Assmnt Appeals 3.6% 44,575 General Fund 92.4% 1,143,000 FTE: 7.0 Local Agency Formation Commission Description: Encourage orderly formation and development of local government agencies and approve, amend, or disapprove applications to create new cities or special districts, and modify boundaries of existing agencies. Adjustment: Appropriations increased by $9,000 to reflect the anticipated County’s share of LAFCO activity for fiscal year 2019-20. These activities include: Municipal Service Reviews; Sphere of Influence applications; and Annexation applications. Impact: The general fund contributes an amount equal to one-third of the total estimated operating costs for LAFCO (less fee revenues) for FY 2019-20. The Cortese-Knox-Hertzberg LAFCO Reorganization Act of 2000 requires that LAFCO’s operating costs be shared equally among the cities, County and special districts. The LAFCO operating budget is not reflected in a County fund, instead it is treated as an outside agency with only the County’s one-third contribution in the County General Fund. Central Support Services General Government County of Contra Costa FY 2019-2020 Recommended Budget 73 LAFCO Summary Service: Mandatory Level of Service: Mandatory Expenditures: $270,000 Financing: 0 Net County Cost: 270,000 Funding Sources: General Fund 100.0% $270,000 Management Information System Description: Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. Adjustment: The baseline net County cost decreased by a net of $1,915,050 from fiscal year 2018-19 due to the elimination of prior year fund balance from the Venture Capital, Geographic Information Systems (GIS) and Agenda Automation projects. Impact: The recommended net County cost of $612,000 will provide needed resources to fund various technology projects Countywide. Management Information System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,234,635 Financing: 622,635 Net County Cost: 612,000 Funding Sources: Charges 50.4% $622,635 General Fund 49.6% 612,000 Risk Management Description: To provide for the administration of workers’ compensation claims, liability and medical malpractice claims, insurance and self- insurance programs, and loss prevention services; to fund the County general liability program. Adjustment: Salaries and benefits increased by $279,204 and included a 4% cost of living increase as of July, 2019. Operating costs, including interdepartmental charges, increased by further $69,289. These costs were offset by an increase in revenue of $348,493. The baseline net County cost reflected no change. Impact: The recommended net County cost of $4,500,000 reflects the General Fund subsidy of the County Self-Insurance Funds for fiscal year 2019-20. All operating costs are reimbursed by revenue transfers from the County Self- Insurance Internal Service Funds. Risk Management Summary Service: Mandatory Level of Service: Discretionary Expenditures: $10,795,185 Financing: 6,295,185 Net County Cost: 4,500,000 Funding Sources: Liability & Benefit Fees 58.3% $6,295,185 General Fund 41.7% 4,500,000 FTE: 37.0 Economic Promotion Description: To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint Powers Agreement (JPA). Adjustment: The baseline net County cost decreased by $140,000 from the current year, reflecting the elimination of one-time appropriations that had been appropriated for the Northeast Antioch JPA. Central Support Services General Government 74 County of Contra Costa FY 2019-2020 Recommended Budget Impact: The recommended net County cost of $465,000 will fund the Arts Commission and also meet the County’s obligations under the Reorganization and Tax Revenue Allocation Agreement and JPA with the City of Antioch to implement the annexation of areas located near Northeast Antioch. Economic Promotion Summary Service: Discretionary Level of Service: Discretionary Expenditures: $515,000 Financing: 50,000 Net County Cost: 465,000 Funding Sources: Grants 9.7% $50,000 General Fund 90.3% 465,000 CAO’s Recommendation The Recommended Budget for Central Support Services reflects a net County cost of $6,990,000. This amount will fund the aforementioned departments, enabling them to provide services into fiscal year 2019-20. Joseph E. Canciamilla Clerk-Recorder-Elections Clerk-Recorder and Registrar of Voters General Government County of Contra Costa FY 2019-2020 Recommended Budget 75 Clerk-Recorder-Elections Budget Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 6,905,470 8,305,115 8,365,180 8,365,180 0 Services And Supplies 5,941,722 7,208,703 7,357,493 7,357,493 0 Other Charges 0 1,200 1,200 1,200 0 Fixed Assets 3,006,008 675,000 625,000 625,000 0 Expenditure Transfers 9,426 2,099 2,395 2,395 0 Expense Total 15,862,627 16,192,117 16,351,268 16,351,268 0 Revenue Other Local Revenue 7,371,746 10,481,162 9,483,268 9,483,268 0 Revenue Total 7,371,746 10,481,162 9,483,268 9,483,268 0 Net County Cost (NCC): 8,490,880 5,710,955 6,868,000 6,868,000 0 Allocated Positions (FTE) 71.5 71.5 71.5 71.5 0.0 Financial Indicators Salaries as % of Total Exp 44% 51% 51% 51% % Change in Total Exp 2% 1% 0% % Change in Total Rev 42% (10%) 0% % Change in NCC (33%) 20% 0% Compensation Information Permanent Salaries 3,929,772 4,712,495 4,678,284 4,678,284 0 Temporary Salaries 314,697 423,741 407,892 407,892 0 Permanent Overtime 27,097 46,000 46,000 46,000 0 Deferred Comp 59,475 82,080 89,280 89,280 0 Comp & SDI Recoveries (1,264) (23,500) (23,500) (23,500) 0 FICA/Medicare 308,879 352,015 372,670 372,670 0 Ret Exp-Pre 97 Retirees 12,525 13,486 13,486 13,486 0 Retirement Expense 1,213,201 1,440,987 1,475,268 1,475,268 0 Employee Group Insurance 608,612 826,365 887,241 887,241 0 Retiree Health Insurance 250,078 238,622 268,467 268,467 0 OPEB Pre-Pay 130,068 130,068 110,666 110,666 0 Unemployment Insurance 9,077 2,359 2,495 2,495 0 Workers Comp Insurance 43,253 60,397 36,930 36,930 0 Clerk-Recorder-Elections General Government 76 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in an aggregate format, summarizing expenditures and revenues for the following General Fund Budget units administered by the Clerk- Recorder-Elections Department: 0043 – Elections 2350 Clerk-Recorder Administration 2351 Elections Capital Replacement 2353 Election Services 2354 HAVA (Help America Vote Act) /Proposition 41 0355 – Recorder Note that the Clerk-Recorder-Elections Department also includes a special fund and budget unit, Recorder Modernization (budget unit 0353), that accounts for several statutorily restricted revenues, and is illustrated in a separate table on the following pages. Major Department Responsibilities The primary responsibilities of the Clerk- Recorder-Elections Department are to: Conduct elections in a fair, accurate, and timely manner; Conduct outreach to maximize voter registration and ensure that all eligible citizens of Contra Costa County are able to exercise their right to vote, according to federal and state requirements; Receive, process, verify state and local initiative, referendum, and recall petitions; Accurately maintain, protect and preserve all official records and indices relating to real property and vital records in Contra Costa County. Provide capability, equipment, staff and facilities to digitize documents and preserve them in perpetuity; and Explore innovative ways to provide public access to documents, while preserving the confidential and/or restricted components of such documents. Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 77 Elections General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 3,932,218 4,284,875 4,485,476 4,485,476 0 Services And Supplies 5,508,414 6,227,343 6,718,900 6,718,900 0 Fixed Assets 3,006,008 675,000 625,000 625,000 0 Expenditure Transfers 10,095 10,596 10,892 10,892 0 Expense Total 12,456,735 11,197,814 11,840,268 11,840,268 0 Revenue Other Local Revenue 2,249,082 4,413,961 3,483,268 3,483,268 0 Revenue Total 2,249,082 4,413,961 3,483,268 3,483,268 0 Net County Cost (NCC): 10,207,653 6,783,853 8,357,000 8,357,000 0 Allocated Positions (FTE) 32.5 32.5 32.5 32.5 0.0 Financial Indicators Salaries as % of Total Exp 32% 38% 38% 38% % Change in Total Exp (10%) 6% 0% % Change in Total Rev 96% (21%) 0% % Change in NCC (34%) 23% 0% Compensation Information Permanent Salaries 2,246,600 2,392,778 2,590,802 2,590,802 0 Temporary Salaries 185,513 300,000 300,000 300,000 0 Permanent Overtime 26,973 42,000 42,000 42,000 0 Deferred Comp 38,045 44,580 40,980 40,980 0 Comp & SDI Recoveries 0 (15,000) (15,000) (15,000) 0 FICA/Medicare 176,026 175,658 187,633 187,633 0 Ret Exp-Pre 97 Retirees 7,149 5,782 5,782 5,782 0 Retirement Expense 691,739 740,462 754,265 754,265 0 Employee Group Insurance 325,648 374,389 378,500 378,500 0 Retiree Health Insurance 125,077 112,827 126,068 126,068 0 OPEB Pre-Pay 79,496 79,496 54,240 54,240 0 Unemployment Insurance 5,041 1,199 1,279 1,279 0 Workers Comp Insurance 24,911 30,704 18,926 18,926 0 Description: The primary responsibilities of the Elections Division are to: Conduct federal, state, county, local and district elections in an accurate and timely manner, according to state and federal law; Maximize opportunities for voter registration; Maintain voter registration records and accurate voter rolls through timely and continual voter file maintenance; Clerk-Recorder-Elections General Government 78 County of Contra Costa FY 2019-2020 Recommended Budget Conduct voter outreach with civic organizations, political groups, schools, with a focus on under-represented groups; Process and verify initiative, referendum, and recall petitions; Issue and process vote-by-mail and provisional ballots, including signature verification; Prepare and mail sample ballot material for each election; Recruit and train poll workers to staff polling places; Locate and inspect polling places, mitigate issues to meet Americans with Disabilities Act requirements; and Maintain precinct and district file databases. Elections Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,840,268 Financing: 3,483,268 Net County Cost: 8,357,000 Funding Sources: General Fund 70.6% $8,357,000 Candidate Fees 0.8% 100,000 Election Svc 6.6% 783,268 Misc. Svc 0.3% 30,000 Document Sales 0.2% 20,000 Interfund Rev 21.5% 2,550,000 FTE: 32.5 Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 79 Clerk-Recorder General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,973,252 4,020,240 3,879,704 3,879,704 0 Services And Supplies 433,308 981,360 638,593 638,593 0 Other Charges 0 1,200 1,200 1,200 0 Expenditure Transfers (669) (8,497) (8,497) (8,497) 0 Expense Total 3,405,891 4,994,303 4,511,000 4,511,000 0 Revenue Other Local Revenue 5,122,664 6,067,201 6,000,000 6,000,000 0 Revenue Total 5,122,664 6,067,201 6,000,000 6,000,000 0 Net County Cost (NCC): (1,716,773) (1,072,898) (1,489,000) (1,489,000) 0 Allocated Positions (FTE) 39.0 39.0 39.0 39.0 0.0 Financial Indicators Salaries as % of Total Exp 87% 80% 86% 86% % Change in Total Exp 47% (10%) 0% % Change in Total Rev 18% (1%) 0% % Change in NCC (38%) 39% (0%) Compensation Information Permanent Salaries 1,683,171 2,319,716 2,087,482 2,087,482 0 Temporary Salaries 129,185 123,741 107,892 107,892 0 Permanent Overtime 124 4,000 4,000 4,000 0 Deferred Comp 21,430 37,500 48,300 48,300 0 Comp & SDI Recoveries (1,264) (8,500) (8,500) (8,500) 0 FICA/Medicare 132,853 176,358 185,037 185,037 0 Ret Exp-Pre 97 Retirees 5,376 7,704 7,704 7,704 0 Retirement Expense 521,462 700,525 721,003 721,003 0 Employee Group Insurance 282,964 451,976 508,741 508,741 0 Retiree Health Insurance 125,002 125,795 142,399 142,399 0 OPEB Pre-Pay 50,572 50,572 56,426 56,426 0 Unemployment Insurance 4,036 1,160 1,216 1,216 0 Workers Comp Insurance 18,342 29,692 18,004 18,004 0 Clerk-Recorder-Elections General Government 80 County of Contra Costa FY 2019-2020 Recommended Budget Description: The primary responsibilities of the Clerk-Recorder Division are to: Examine, record, file, image, index, archive, maintain, and preserve all official records; including vital records and those relating to real property, subdivision maps, assessment districts, and records of surveys; Provide the public with constructive notice of private acts; Issue marriage licenses, conduct civil marriage ceremonies, register notary public commissions/oaths, accept Fictitious Business Name filings, and register Process Servers, Legal Document Assistants, Unlawful Detainer Assistants, and other responsibilities as designated by code; and Produce, preserve, and maintain indices of all records held by the County Clerk- Recorder. Clerk-Recorder Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,519,497 Financing: 6,008,497 Net County Cost: (1,489,000) Funding Sources: Fees 132.8% $6,000,000 Expenditure Trans 0.2% 8,497 General Fund (32.9%) (1,489,000) FTE: 39.0 Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 81 Recorder Micrographics, Modernization, Vital Records Improvement Program (VRIP), Social Security Truncation Program (Redaction), Electronic Recording Delivery System (ERDS) Recorder Modernization Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 754,026 1,173,078 1,329,893 1,329,893 0 Services And Supplies 441,879 9,283,324 8,811,913 8,811,913 0 Other Charges 284,567 477,328 472,194 472,194 0 Fixed Assets 0 250,000 250,000 250,000 0 Expenditure Transfers 38 0 0 0 0 Expense Total 1,480,510 11,183,729 10,864,000 10,864,000 0 Revenue Other Local Revenue 1,771,478 1,755,000 1,530,000 1,530,000 0 Revenue Total 1,771,478 1,755,000 1,530,000 1,530,000 0 Net Fund Cost (NFC): (290,968) 9,428,729 9,334,000 9,334,000 0 Allocated Positions (FTE) 11.0 11.0 11.0 11.0 0.0 Financial Indicators Salaries as % of Total Exp 51% 10% 12% 12% % Change in Total Exp 655% (3%) 0% % Change in Total Rev (1%) (13%) 0% % Change in NFC (3,340%) (1%) 0% Compensation Information Permanent Salaries 445,560 646,134 706,162 706,162 0 Temporary Salaries 0 77,000 77,000 77,000 0 Permanent Overtime 140 1,000 37,000 37,000 0 Deferred Comp 5,534 11,820 17,220 17,220 0 FICA/Medicare 33,530 49,429 49,810 49,810 0 Ret Exp-Pre 97 Retirees 1,521 2,000 2,000 2,000 0 Retirement Expense 143,037 201,489 203,236 203,236 0 Employee Group Insurance 69,804 113,949 172,384 172,384 0 Retiree Health Insurance 34,969 47,225 47,225 47,225 0 OPEB Pre-Pay 14,438 14,438 12,711 12,711 0 Unemployment Insurance 993 323 326 326 0 Workers Comp Insurance 4,498 8,271 4,818 4,818 0 Clerk-Recorder-Elections General Government 82 County of Contra Costa FY 2019-2020 Recommended Budget Description: The primary responsibilities of the Clerk-Recorder dedicated funds are to: Provide support, improvement, and operation of a modernized recording system; including infrastructure, technology, equipment, and staff to efficiently process, organize, maintain, preserve, and have official documents and records in the Clerk- Recorder Division readily available to the public; Improve vital records and recordkeeping; Redact a portion of Social Security numbers from public documents; and Establish and maintain an electronic recording program. Recorder Modernization, includes several restricted funds. 0353 - Recorder Modernization 2450 – Micrographics 2451 – Recorder Modernization 2452 – Vital Records Improvement Program 2453 – Recorder Redaction Program 2454 – Recorder Electronic Recording Program The department appropriates fund balance each year, resulting in budgeted expenditures that appear higher than actual annual expenditures. Fund balance is restricted to future Recorder modernization projects. Recorder Micrographics/Modernization/VRIP/ Redaction/Electronic Recording Summary Service: Discretionary Level of Service: Mandatory Expenditures: $10,864,000 Financing: 1,530,000 Net Fund Cost: 9,334,000 Funding Sources: Fees 14.1% $1,530,000 Fund Balance 85.9% 9,334,000 FTE: 11.0 Fund 110000 CAO’s Recommendation The Clerk-Recorder-Elections Department provides a variety of services to the constituents of Contra Costa County, including issuing marriage licenses, performing civil marriage ceremonies, processing Fictitious Business Name filings, qualifying and registering notaries, process servers, and miscellaneous statutory oaths and other filings, recording real property and vital documents, conducting voter education and engagement outreach, registering and maintaining the database of voters/voting history and conducting elections. To provide these services, the Department relies on a staff of 82.5 full time equivalent positions supplemented by seasonal temporary employees, volunteers and poll workers. The services are funded through a combination of County general funds, charges for services, and special-purpose revenues. On March 3, 2020, the department will conduct the Presidential Preference Primary Election, which will include U.S. President, U.S. Congress, State Senate and Assembly, Superior Court Judges, and three members of the Board of Supervisors. In the four-year election cycle, the Presidential Primary Election is among the most costly elections for the County to conduct because, historically, less than 20% of the total cost of this election is recouped through election Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 83 fees. Consequently, the Baseline net County cost is increased from the FY 2018/19 budgeted level by a net of $1,157,045 primarily as a result of a new State mandate requiring the County to pay for return postage on every mailed ballot and a federal mandate adding Chinese language requirements to election materials and ballots. These new mandates drastically increased costs with no provision for reimbursement. Jurisdictions that consolidate their elections with countywide elections pay their proportional share of the cost of their elections. The County must cover the remaining cost of County, state, and federal elections (the majority of the cost) for which the department receives no reimbursement revenue. Overall, Baseline expenses are increased by $159,151 due to increased employee benefits and specialized elections printing costs. Baseline revenues are decreased from prior year estimates by $997,894 in anticipation of the reduced cost recovery for the March 2020 Presidential Primary Election, and continued low recovery of recording revenue. The department continues to collect and accumulate the Elections Capital Replacement surcharge. These funds are designated for major capital expenditures such as the new voting system, purchased in February 2018. This long-term capital financing strategy has helped to minimize the impact of large capital expenditures on the General Fund and on cities and districts that use elections services. The Elections Division carries forward and re- budgets the balance of these funds each year. The department strives to identify new revenue sources and minimize election and department costs wherever possible. Performance Measurements The leadership team reviewed policies and procedures to implement efficiencies, and explored opportunities to improve services to the public. The Clerk-Recorder Division extended County Clerk service by three additional hours, until 7:30 p.m. every Thursday during the months of July and August 2018. The division served 201 customers, a 13% increase over 2017, and completed 227 transactions during this time. This was a 24% increase in the number transactions over the summer of 2016. The Elections Division successfully prepared for and conducted the November 2018 Gubernatorial General Election. The Clerk-Recorder Division continued its popular quarterly “Destination Wedding” Program by conducting ceremonies at the Historic John Muir House in Martinez on Valentine’s Day, the Mount Diablo Summit in May, and the Rosie the Riveter Waterfront in September. On September 25, 2018, the Elections Division participated in National Voter Registration Day for the fourth consecutive year by providing registration kits to area high schools and community groups. Contra Costa high schools used the kits to register and pre-register 679 students. Staff reviewed all 268 polling place locations and created plans to mitigate potential accessibility issues. In August 2018, the Elections Division received a prestigious national award from the Election Center for its new Accessible Polling Place Locations and Equipment (APPLE) class. Leading up to the November 2018 General Election, over 800 poll workers attended an interactive training class to better understand accessibility issues and provide quality service to all voters. The Elections drop boxes continue to be popular. All City Clerk offices in the county and several County Libraries hosted a ballot drop box. Voters dropped off 88,134 ballots at these 28 locations for the November 2018 Election. This was a 255% increase over June 2018. Clerk-Recorder-Elections General Government 84 County of Contra Costa FY 2019-2020 Recommended Budget The Department purchased a new voting system in February 2018 and fully implemented the system in time for the June Primary Election. Efficiencies and process improvements allowed for certification of the election results 10 days early. The Ambrose Community Center has been a staple polling place for many years, and was recently declared by the Department of Justice to be inaccessible and, therefore, unavailable for use. The Elections Division collaborated with the Ambrose Recreation and Park District to make physical improvements to the Ambrose Community Center to make it fully accessible. The project was funded in part by a grant from the Keller Canyon Mitigation Fund. The Elections Division met regularly with its Planning for Elections and Engagement Panel to partner with community civic engagement groups to begin a dialogue about the democratic process. This forum allows attendees to offer feedback and suggestions about upcoming policies and programs. Questions are answered and accurate information is provided to the public. The Elections Division launched a new website in February 2018. The site is much more user-friendly; information has been expanded and is easier to find. The updated website now includes voter information in Spanish as well as Chinese. The Clerk-Recorder Division institutionalized its cross-training program to increase personnel skills and enhance efficiencies. Staff embraced the program from its inception and continue to be enthusiastic. The Department is working to bring the same cross-training components to the Elections Division. The department has begun to share staff across Division lines during peak periods. ●The Clerk-Recorder Division continues to collaborate with the District Attorney and Assessor in the Real Estate Fraud Notification Program to decrease real estate fraud. Since its implementation in 2012, the DA has prosecuted 32 fraud cases. The Clerk-Recorder Division continually pursues opportunities to offer its services to the public, outside the office. 2018 marked the second year the Division participated in Operation Documentation and recorded Veterans’ DD-214 honorable discharge documents. The Records within Reach Program, launched in 2018, partners with events throughout the county to issue certified vital records at different locations. The Department continues to work at the state and federal levels on legislation and policies to benefit California and Contra Costa County, including potential reimbursement for state election costs. The Department actively participates in statewide, national, and international associations, including the California Association of Clerks and Election Officials (CACEO), the County Recorder’s Association of California (CRAC), the national Elections Center, and the International Association of Government Officials (IGO). The Department has 1,335 Facebook followers on its Engage Contra Costa Facebook page, 728 followers on its Contra Costa Elections Facebook page, and 237 followers on its Contra Costa County Clerk- Recorder Facebook page. The Elections Division Twitter account has 856 followers, while the Engage Contra Costa Twitter account has 239 followers. All of the Clerk Recorder-Elections social media platforms have gained followers in the past year. For the November 2018 Election, the Department had 7,978 views on YouTube for its 39 candidate and issue forum videos. Administrative and Program Goals Continue to implement policies and procedures to enhance customer service and offer additional opportunities to serve the public. Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 85 Prepare for and conduct the March 2020 Presidential Preference Primary Election. Continue to develop and implement the Voter Education and Engagement Outreach Program, with a focus on underrepresented populations. Decrease the number of, and opportunities to, fraudulently record documents by collaborating with the District Attorney and the Assessor on the Real Estate Fraud Notification Program in the Clerk-Recorder Division. Provide training opportunities for department personnel to acquire advanced skills and technical proficiency to enhance customer service, increase contributions to the department, and adequately prepare personnel to bid for higher positions. Continue to collect and accumulate the Elections Capital Replacement surcharge for future replacement of the voting system and equipment. Actively participate in the County Clerk, Recorder, and Elections associations at the regional, state and federal levels to advance proposals that benefit California and Contra Costa County. Continue to pursue reimbursement for mandated election services. State suspension of mandate reimbursements for services provided has placed a burden on the Elections Division. Continue to seek new sources of revenue and areas of potential savings in the operations of both divisions. Improve and broaden the Department’s electronic and social media presence, to reach Contra Costa citizens with easy to use, accessible information on the Department’s website and via social media venues such as Facebook, Twitter, etc. The focus will be on providing ongoing information throughout the year, not just during peak election time. Continue with the search for a warehouse and records archive facility. The current location is not adequate for the Department’s historic archived records and new voting system equipment. It is not able to be temperature or climate controlled, which is damaging the County’s historic records. Complete the inventory and analysis of the Department’s historic records, many of which the County Clerk-Recorder is responsible to preserve in perpetuity. Develop a records management and archive program as well as a long-range plan over the next several years to prioritize, restore and preserve the County’s historical records. The Department is exploring options of working with other departments to coordinate a large-scale archive project that could reduce storage costs and help to offset warehouse and records storage charges. Clerk-Recorder-Elections General Government 86 County of Contra Costa FY 2019-2020 Recommended Budget Conservation and Development John Kopchik, Director General Government County of Contra Costa FY 2019–2020 Recommended Budget 87 Land Development Fund Summary Conservation & Development Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 19,666,551 23,794,075 25,105,406 25,105,406 0 Services And Supplies 6,164,815 9,949,321 11,869,310 11,869,310 0 Other Charges 2,344,607 3,100,236 2,370,184 2,370,184 0 Fixed Assets 191,669 1,550,000 650,000 650,000 0 Expenditure Transfers (4,168,561) (5,033,419) (5,752,900) (5,752,900) 0 Expense Total 24,199,082 33,360,213 34,242,000 34,242,000 0 Revenue Other Local Revenue 32,552,362 32,360,213 34,242,000 34,242,000 0 Revenue Total 32,552,362 32,360,213 34,242,000 34,242,000 0 Net Fund Cost (NFC): (8,353,280) 1,000,000 0 0 0 Allocated Positions (FTE) 171.0 174.0 174.0 174.0 0.0 Financial Indicators Salaries as % of Total Exp 81% 71% 73% 73% % Change in Total Exp 38% 3% 0% % Change in Total Rev (1%) 6% 0% % Change in NCC (112%) (100%) 0% Compensation Information Permanent Salaries 11,700,827 14,398,726 15,270,203 15,270,203 0 Temporary Salaries 138,864 0 0 0 0 Permanent Overtime 11,218 0 0 0 0 Deferred Comp 130,757 187,200 203,880 203,880 0 Comp & SDI Recoveries (57,778) 0 0 0 0 FICA/Medicare 868,851 1,088,053 1,159,690 1,159,690 0 Ret Exp-Pre 97 Retirees 38,800 45,066 45,066 45,066 0 Retirement Expense 3,761,862 4,498,851 4,621,639 4,621,639 0 Excess Retirement 5,680 0 0 0 0 Employee Group Insurance 1,605,759 2,115,387 2,455,966 2,455,966 0 Retiree Health Insurance 769,053 786,619 792,463 792,463 0 OPEB Pre-Pay 376,120 376,120 337,108 337,108 0 Unemployment Insurance 26,276 7,199 7,671 7,671 0 Workers Comp Insurance 290,261 290,854 211,720 211,720 0 Conservation and Development General Government 88 Contra Costa County FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net fund costs for the operating budget of the Department of Conservation and Development (DCD), which includes three major components of the Land Development Fund (112000) 0280 – Land Development Operations 0285 – Energy Upgrade California 0286 – Measure WW Grant Projects Immediately below is a description of the programs included in Land Development Operations. Tables on the following pages present budget information for DCD’s two other budget units: General Fund Grant Programs and Other Special Revenue Programs. Major Department Responsibilities The department’s mission is to serve the public through the formulation and implementation of the County General Plan for land use, the administration of the Building Code and coordination of planning, building, special housing, economic development, infrastructure, solid waste and habitat conservation programs. The Department will continue to provide support to the Contra Costa Redevelopment Successor Agency as it continues to implement the Dissolution Act, which eliminated redevelopment agencies in California. Land Development Fund Most expenditures related to DCD’s operations are budgeted in the Land Development Fund. This fund also receives specific revenues generated through departmental activities, including fees for residential and industrial building and construction inspection services; building permit and application fees, solid waste franchise fees, etc. 0280 – Land Development Operations includes: 2600 – Administration 2605 – Current Planning 2610 – Advance Planning 2615 – Water Planning & Habitat Conservancy 2620 – Conservation & Solid Waste 2631 – Transportation Planning 2636 – Community Development Block Grant/Housing and Economic Development 2650 – Business & Information Services 2660 – Building Inspection Services 2670 – Code Enforcement 2675 – Weatherization 2680 – Permit Center 2685 – Clean Water 2690 – Residential Rental Inspection Program 2695 – Vehicle Abatement Program 2700 – Service Contracts/Satellite Locations 2725 – Multi-Year Special Projects 0285 – Energy Upgrade CA 0286 – Measure WW Grant Conservation and Development General Government Contra Costa County FY 2019-2020 Recommended Budget 89 Administration Description: Provide policy and procedure guidance to all divisions and manage all department operations. The budget includes debt service, occupancy costs and department- wide retiree benefit costs. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,571,377 Financing: 1,571,377 Net Fund Cost: $0 Funding Sources: Expenditure Transfers 86.3% $1,356,365 Misc. Revenue 13.7% 215,012 FTE: 2.0 Current Planning Description: Facilitate the regulation of land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. Administer performance standards for establishments that sell alcohol, and review sites that are the focus of local nuisance complaints. Manage the monitoring programs for projects under construction and development. Current Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,712,746 Financing: 6,712,746 Net Fund Cost:0 Funding Sources: Planning Services 100.0% $6,712,746 FTE: 26.0 Advance Planning Description: Develop and maintain long-range policy planning process through the County General Plan to anticipate and respond to changes in legal mandates and local priorities. Advance Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $219,948 Financing: 219,948 Net Fund Cost:$0 Funding Sources: Licenses/Permits 100.0% $219,948 FTE: 1.0 Conservation and Development General Government 90 Contra Costa County FY 2019-2020 Recommended Budget Water Planning/Habitat Conservancy Description: Develop County’s water policy and administer the County Water Agency, which includes administration of the Coastal Impact Assistance Program and the East Contra Costa County Habitat Conservancy. The Water Agency is a County special district whose operating budget is included within the budget for County special districts. Water Planning/Habitat Conservancy Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,042,195 Financing: 1,042,195 Net Fund Cost:0 Funding Sources: Charges for Services 76.4% $796,373 Misc. Revenue 23.6% 245,822 FTE: 5.0 Conservation & Solid Waste Description: Administer curbside collection franchises and implement waste reduction and recycling programs in unincorporated areas of the County. Manage rate reviews for curbside collection in the unincorporated areas of the County and develop the curbside collection rate review methodology and related manuals. Conservation & Solid Waste Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,466,800 Financing: 1,466,800 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 0.8% $11,919 Licenses/Permits 68.2% $1,000,000 Charges for Services 21.8% 320,000 Misc. Revenue 9.2% 134,881 FTE: 6.0 Transportation Planning Description: Develop an effective transportation network throughout the County by planning for roads and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management, congestion management, and trip reduction. Transportation Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,617,590 Financing: 1,617,590 Net Fund Cost: 0 Funding Sources: Charges for Services 60.0% $970,000 Misc. Revenue 40.0% 647,590 FTE: 5.0 Conservation and Development General Government Contra Costa County FY 2019-2020 Recommended Budget 91 Community Development Block Grant (CDBG) Description: Administer the County’s Community Development Block Grant that promotes safe and affordable housing, a suitable living environment and expanded economic opportunities, principally for persons of very low- and low-income. Community Development Block Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,610,670 Financing: 2,610,670 Net Fund Cost: 0 Funding Sources: Misc. Revenue 91.4% $2,385,670 Charges for Services 8.6% 225,000 FTE: 12.0 Business and Information Services Description: Manage the department’s cost recovery efforts to ensure program revenues cover operating costs, and other fiscal and budget services. Provide purchasing, contract administration, and human resources/labor relations services for the department. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and census data. Manage land use application and permit tracking, electronic data and department Information Technology services. Provide administrative policy and procedure guidance for the department. Respond to requests for public documents and demographic data. Business and Information Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,574,311 Financing: 5,574,311 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 94.0% $5,239,111 Charges for Services 0.8% 45,000 Misc. Revenue 5.2% 290,200 FTE: 28.0 Building Inspection Services Description: Review plans, issue building permits, and inspect the construction of buildings to ensure construction of structurally sound buildings. Building Inspection Services Service: Mandatory Level of Service: Mandatory Expenditures: $9,095,453 Financing: 9,095,453 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 26.8% $2,437,599 Licenses/Permits 68.5% 6,228,036 Misc. Revenue 4.7% 429,818 FTE: 29.0 Conservation and Development General Government 92 Contra Costa County FY 2019-2020 Recommended Budget Code Enforcement Description: Respond to building and zoning complaints, perform on-site investigations of potential violations, abate hazardous structures, and inspect private property. Code Enforcement Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1, 537,131 Financing: 1,537,131 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 6.2% $96,039 Licenses/Permits 67.5% 1,037,092 Charges for Services 26.3% 404,000 FTE: 10.0 Weatherization Description: Provide free home weatherization services to low-income homeowners or tenants of single-family homes, apartments and mobile homes. Weatherization Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,170,977 Financing: 1,170,977 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $1,170,977 FTE: 12.0 Application and Permit Center Description: Manage, review and process permits for land development /construction applications. Provide plan check and engineering services. Application and Permit Center Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,776,365 Financing: 4,776,365 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 47.6% $2,273,365 Licenses/Permits 52.4% 2,503,000 FTE: 33.0 Clean Water Description: Provide plan review and inspection services for development projects requiring compliance with clean water regulations. Clean Water Summary Service: Discretionary Level of Service Discretionary Expenditures: $15,000 Financing: 15,000 Net Fund Cost: 0 Funding Sources: Licenses/Permits 100.0% $15,000 Conservation and Development General Government Contra Costa County FY 2019-2020 Recommended Budget 93 Residential Rental Inspection Program Description: Provide inspection services for all rental units in the unincorporated portions of the county. Residential Rental Inspection Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $11,455 Financing: 11,455 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 100.0% $11,455 Vehicle Abatement Program Description: Provide inspection services and arrange for removal of abandoned vehicles that pose a hazard or public nuisance. Vehicle Abatement Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $140,000 Financing: 140,000 Net Fund Cost:0 Funding Sources: State DMV Fees 100.0% $140,000 Service Contracts/Satellite Locations Description: Provide inspection services to various contract cities and remote locations within the unincorporated county. Service Contract/Satellite Locations Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,523,500 Financing: 5,523,500 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 99.2% $5,480,000 Misc. Revenue 0.8% 43,500 FTE: 4.0 Multi-Year Special Projects Description: At the request of the California Public Utilities Commission, provide plan check and inspection services to Marsh Creek Generating Station. Multi-Year Special Projects Service: Discretionary Level of Service: Discretionary Expenditures: $60,000 Financing: 60,000 Net Fund Cost:0 Funding Sources: State Dept of Motor Vehicle Fees 100.0% $60,000 Conservation and Development General Government 94 Contra Costa County FY 2019-2020 Recommended Budget Energy Upgrade CA Description: Provide residential retrofit programs to eligible local governments for cost- effective energy efficiency projects with funding from the Bay Area Regional Network State Energy Program Grant, with the Association of Bay Area Governments as the fiscal agent. Energy Upgrade CA Summary Service: Discretionary Level of Service: Mandatory Expenditures: $250,069 Financing: 250,069 Net Fund Cost: 0 Funding Sources: Charges for Services 100.0% $250,069 FTE: 1.0 Measure WW Grant Project (East Bay Regional Park District Regional Open Space, Wildlife, Shoreline and Parks Bond Extension) Description: Provide for funding allocation, through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa Counties. Measure WW Service: Discretionary Level of Service: Mandatory Expenditures: $2,272,266 Financing: 2,272,266 Net Fund Cost: 0 Funding Sources: Intergov. Rev 100.0% $2,272,266 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 95 General Fund Summary – Federal and Other Specific Grant Programs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 319,628 306,433 535,443 535,443 0 Services And Supplies 6,972,305 15,235,615 13,310,529 13,310,529 0 Other Charges 207,009 186,100 312,000 312,000 0 Expenditure Transfers 1,379,038 1,573,900 1,929,000 1,929,000 0 Expense Total 8,877,980 17,302,048 16,086,972 16,086,972 0 Revenue Other Local Revenue 1,801,355 1,703,075 2,447,186 2,447,186 0 Federal Assistance 7,345,596 12,964,228 12,854,786 12,854,786 0 Revenue Total 9,146,951 14,667,303 15,301,972 15,301,972 0 Net County Cost (NCC): (268,971) 2,634,745 785,000 785,000 0 Allocated Positions (FTE) 2.0 3.0 3.0 3.0 0.0 Financial Indicators Salaries as % of Total Exp 4% 2% 3% 3% % Change in Total Exp 95% (7%) 0% % Change in Total Rev 60% 4% 0% % Change in NCC (1,080%) (70%) 0% Compensation Information Permanent Salaries 213,816 207,148 358,964 358,964 0 Deferred Comp 3,480 2,820 5,640 5,640 0 FICA/Medicare 15,993 15,847 27,450 27,450 0 Ret Exp-Pre 97 Retirees 677 0 0 0 0 Retirement Expense 66,057 63,563 101,188 101,188 0 Employee Group Insurance 13,889 12,768 37,049 37,049 0 Unemployment Insurance 478 104 180 180 0 Workers Comp Insurance 5,238 4,184 4,971 4,971 0 General Fund Grant Programs The preceding table presents information in aggregate format summarizing costs for a variety of grant programs that DCD administers through the County General Fund. DCD’s General Fund budget includes the following budget units: Conservation and Development General Government 96 County of Contra Costa FY 2019–2020 Recommended Budget Non-Federal Grant Programs: 0580 – Keller Canyon Mitigation 0591 – Housing Rehabilitation Federal Grant Programs: 0590 – HOPWA Grant 0592 – HUD Block Grant 0593 – HUD Emergency Shelter Grant 0594 – HUD HOME Block Grant CDBG-R Community Development Block Grant EECBG Energy Efficiency & Conservation Block Grant HOME Home Investment Partnership HOPWA Housing Opportunities for People with AIDS HPRP Homelessness Prevention and Rapid Re-Housing HUD U.S. Dept. of Housing & Urban Development Funding for the Housing Rehabilitation Program comes from dedicated grant funding for new housing, preservation of existing housing, economic development, infrastructure improvements, and neighborhood facilities and programs. The remaining DCD programs budgeted in the General Fund are community benefit programs funded by land use agreements, and grant programs that rely extensively on federal sources of revenue. The level of federal funding for these programs is based on a federal allocation formula. 1. Keller Canyon Mitigation Fee Description: Provide funding for community benefit programs within the East County community. Keller Canyon Mitigation Fee Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,848,000 Financing: 1,848,000 Net County Cost: 0 Funding Sources: Charges for Svcs 100.0% $1,848,000 2. Housing Rehabilitation, Economic Development & Sustainability Description: Provide financial assistance to low- and moderate-income families who are performing housing rehabilitation in order to ensure building code compliance of existing structures. In FY 2016-17, DCD received a General Fund subsidy to develop organizational capacity in Sustainability Programs, including establishing and filling the function of a County sustainability coordinator. The subsidy will continue in FY 2019-20, with an additional subsidy to expand economic development activities in the County. Housing Rehabilitation, Economic Development & Sustainability Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,384,186 Financing: 599,186 Net County Cost: 785,000 Funding Sources: Charges for Svcs 43.3% $599,186 General Fund 56.7% 785,000 FTE: 3.0 3. HOPWA Grant Description: Provide housing opportunities for people with HIV/AIDS. HOPWA Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $862,410 Financing: 862,410 Net County Cost: 0 Funding Sources: Federal 100.0% $862,410 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 97 4. HUD Block Grant Description: Provide annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low- and moderate-income persons. HUD Block Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $6,694,413 Financing: 6,694,413 Net County Cost: 0 Funding Sources: Federal 100.0% $6,694,413 5. HUD Emergency Shelter Grant Description: Provide homeless persons with basic shelter and essential supportive services. HUD Emergency Shelter Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $620,050 Financing: 620,050 Net County Cost: 0 Funding Sources: Federal 100.0% $620,050 6. HUD HOME Block Grant Description: Provide grants for acquisition, rehabilitation or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Funds may also be used for other necessary and reasonable costs related to the development of non-luxury housing, such as site acquisition, site improvements, demolition, and relocation. HUD Home Block Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,677,913 Financing: 4,677,913 Net County Cost: 0 Funding Sources: Federal 100.0% $4,677,913 Other Special Revenue Programs The budget units included are: AVA Service Authority (Trust 814000) 0351 – Used Oil Recycling Grant 0367 – Fish and Game Protection 0370 – Livable Communities 0380 – HUD Neighborhood Stabilization Program 0479 – Housing Successor Agency 0561 – HOME Investment Partnership Act 0595 – Private Activity Bond 0596 – Affordable Housing 0597 – HUD Neighborhood Preservation Summary 0663 – Transportation Improvement- Measure J AVA Abandoned Vehicle Abatement CDBG Community Development Block Grant EECBG Energy Efficiency & Conservation Block Grant HOME Home Investment Partnerships HOPWA Housing Opportunities for People with AIDS HPRP Homelessness Prevention and Rapid Re- Housing HUD U.S. Dept. of Housing & Urban Development 1. Abandoned Vehicle Abatement Service Authority (AVA) Conservation and Development General Government 98 County of Contra Costa FY 2019–2020 Recommended Budget Description: Provide for the collection and disbursement of State funds to the cities and County for reimbursement of costs related to the abatement of abandoned vehicles in Contra Costa County. Funds are provided by a State Department of Motor Vehicle fee of $1 per vehicle registered in Contra Costa County. The AVA Special Revenue Fund was reclassified by the Auditor’s Office to a Trust Fund. As such, funds are no longer appropriated in the County Budget. 2. Used Oil Recycling Grant Description: Provide assistance to local government to establish or enhance permanent, sustainable used oil recycling programs through funding provided by the Department of Resources Recycling and Recovery (CalRecycle) Used Oil Recycling Block Grants. Used Oil Recycling Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $93,279 Financing: 93,279 Net Fund Cost: 0 Funding Sources: Intergovernmental Rev 100.0% $93,279 Fund 111900 3. Fish and Game Protection Description: Provide programs promoting the propagation and conservation of fish and game in the County with funding from fines levied for violation of the California Fish and Game Code. Fish and Game Protection Summary Service: Mandatory Level of Service: Discretionary Expenditures: $141,670 Financing: 141,670 Net Fund Cost: 0 Funding Sources: Fines 100.0% $141,670 Fund 110200 4. Livable Communities Description: Aid in the implementation of the Smart Growth Action Plan as directed by the Board of Supervisors through funding from Developer Fees in the Camino Tassajara Combined General Plan Area. Livable Communities Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,905,098 Financing: 500,000 Net Fund Cost: 1,405,098 Funding Sources: Developer Fees 26.2% $500,000 Livable Com Fund 73.8% 1,405,098 Fund 133700 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 99 5. HUD Neighborhood Stabilization Program Description: Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. HUD Neighborhood Stabilization Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $760,000 Financing: 760,000 Net Fund Cost: 0 Funding Sources: Federal 100.0% $760,000 Fund 111800 6. Housing Successor Agency Description: Provide funding for all Successor Agency-related obligations and oversee activities related to the dissolution of the former Redevelopment Agency pursuant to the terms of the Dissolution Act. Housing Successor Agency Service: Discretionary Level of Service: Mandatory Expenditures: $11,255,150 Financing: 11,255,150 Net Fund Cost: 0 Funding Sources: Other Revenue 100.0% $11,255,150 Fund 115900 7. HOME Investment Partnership Act Description: Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. HOME Investment Partnership Act Service: Discretionary Level of Service: Mandatory Expenditures: $500,000 Financing: 500,000 Net Fund Cost: 0 Funding Sources: Other Revenue 100.0% $500,000 Fund 116100 8. Private Activity Bond Description: Provide funding for program staff costs and to finance property acquisition related to affordable housing and economic development projects with bond revenue received from single and multiple-family housing program. Private Activity Bond Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1, 240,620 Financing: 1, 240,620 Net Fund Cost: 0 Funding Sources: Other Revenue 100.0% $1,240,620 Fund 111100 Conservation and Development General Government 100 County of Contra Costa FY 2019–2020 Recommended Budget 9. Affordable Housing Description: Provide financial assistance for additional affordable housing and economic development through reimbursement to the affordable housing program of mortgage payments on loans made from federal affordable housing program funds. Affordable Housing Summary Service: Discretionary Level of Service: Mandatory Expenditures: $397,000 Financing: 397,000 Net Fund Cost: 0 Funding Sources: Use of Money 100.0% $397,000 Fund 111300 10. HUD Neighborhood Preservation Description: Provide funding for the Building Inspection Division’s Housing Rehabilitation and Neighborhood Preservation Program loans and program administration with grants from HUD’s Community Development Block Grant program. HUD Neighborhood Preservation Summary Service: Discretionary Level of Service: Mandatory Expenditures: $804,700 Financing: 804,700 Net Fund Cost: 0 Funding Sources: Federal 100.0% $804,700 Fund 134900 11. Transportation Improvement-Measure J Description: Provide funding for specific transportation projects with Measure J monies, which are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies. Transportation Improvement-Measure J Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,698,500 Financing: 3,698,500 Net Fund Cost: 0 Funding Sources: Measure J 100.0% $3,698,500 Fund 110900 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 101 CAO’s Recommendation The Department of Conservation and Development manages programs to connect resources and services to local residents through the formulation and implementation of the County General Plan for land use, the administration of the Building Code and coordination of planning, building, special housing, economic development, infrastructure, solid waste and habitat conservation programs. Land Development Fund DCD’s operations are funded primarily through the Land Development Fund (programs funded in the General Fund are discussed separately below.) DCD’s Baseline and Recommended Budget of $34,242,000 reflects an increase in expenditures of $881,787 over the current year budget. Salaries and benefits total $25,105,406, an increase of $1,311,331 over the current year. The increase can be primarily attributed to an increase in employee group insurance costs, negotiated salary increases taking effect at the beginning of the fiscal year, and the addition of three positions. The department added an Information Systems Programmer/Analyst II, three Planner I positions and reassigned the Economic Development Manager to the General Fund budget in FY 2018-19, for a new full-time equivalent total of 174 positions in the Land Development programs. The Baseline/ Recommended amount for Service and Supplies increased from the current year by $1,919,989, mainly attributed to the transfer of costs for the Measure WW grant from Other Charges, to include additional anticipated growth in professional/specialized services, IT-related expenses, and administrative service costs. Other Charges decreased by $730,052 primarily for transfer of costs for the Measure WW grant to Services and Supplies, and Fixed Assets are decreased by $900,000 primarily because of the completion of the remodel of the 40 Muir Rd. facility. Expenditure Transfers increased by $719,481 primarily for anticipated transportation, CDBG, and new construction reimbursements. Revenues for land development increased by $1,881,787 as a result of a variety of land use projects, and an anticipated increase in permitting activities for FY 2019-20. General Fund Programs DCD administers numerous programs that are budgeted in the General Fund, including Keller Canyon Landfill Mitigation and Housing Rehabilitation, which are local discretionary programs, and a variety of federal grant programs. DCD’s Baseline and Recommended General Fund budgets are $16,086,972, including an increase in Salaries and Benefits of $229,010 due to the reassignment of the Economic Development Manager to the General Fund, for a total of three full-time equivalent positions in the General Fund Programs. All other expenditures are decreased by $1,444,086 from the current year budget, primarily due to a decrease in non-County professional/specialized services. Revenue projections increased by $634,669 due to an expected increase from Keller Canyon franchise revenues. The General Fund subsidy to the Department of $785,000 comprises $285,000 for the County Sustainability Program and $500,000 for economic development activities. Other Special Revenue Programs DCD administers several special revenue funds, one of which is the Abandoned Vehicle Abatement Service Authority. DCD is responsible for the collection and disbursement of State funds to the cities and County for reimbursement of costs related to the abatement of abandoned vehicles. Another special revenue fund is the Housing Successor trust fund. This fund provides funding for all housing- related obligations and functions of the former Redevelopment Agency, now the Housing Successor Agency. Performance Measurements The following is a progress report of the goals identified in FY 2018-19: Complete the implementation of an upgrade to the Department’s permit tracking software, Accela Automation. Conservation and Development General Government 102 County of Contra Costa FY 2019–2020 Recommended Budget DCD initiated the project to update the Department’s permit tracking software. The project will be completed during FY 2019-20. Work with the Public Works Department to increase integration of computer software systems to enhance information and access to the public and expand online services. DCD and PWD are actively working to upgrade and improve integration of the software systems used by the two departments to assist the public with land development projects. This will be an ongoing effort in FY 2019-20. Continue to seek opportunities to enhance the County’s energy and sustainability programs and to implement the goals of the County’s Climate Action Plan. DCD successfully applied for and obtained multiple grants to fund initiatives in this area, including grants to study the potential for expanding electric vehicle charging stations and renewable energy generation within the County. The Department continued to implement numerous energy efficiency programs and staff the Board’s Ad Hoc Committee on Sustainability and County Sustainability Commission. Review and revise the County’s Planned Unit District (P-1) ordinance to eliminate the minimum acreage requirement for proposed P-1 development. DCD will continue to work on this goal in FY 2019-20. Review and implement new changes to the Surface Mining and Reclamation Act of 1975. DCD will continue to work on this goal in FY 2019-20. Revise the County’s Tree Preservation and Protection Ordinance to streamline the ordinance. DCD will continue to work on this goal in FY 2019-20. Continue work on the small farm animal ordinance and bring it to the Board for adoption in 2018. On May 1, 2018, the Board of Supervisors adopted the Small Farm Animal Ordinance. The Current Planning Division will evaluate and prepare a short-term rental ordinance. Currently, staff is seeking community input and we expect the ordinance to go to the Board for final adoption in late 2018. The Board of Supervisors gave final direction to DCD staff on September 25, 2018 regarding the short-term rental provisions to be included in the ordinance. Continue to work with other County departments and the Community to prepare a permanent land use regulation addressing cultivation, distribution, delivery and manufacturing of cannabis and cannabis products within unincorporated Contra Costa County. The Board of Supervisors adopted the land use regulations addressing cultivation, distribution, delivery and manufacturing of cannabis and cannabis products within unincorporated Contra Costa County on June 26, 2018. Continue efforts to expedite review of land development and planning applications. DCD filled vacant positions and incorporated this goal into our approach to multiple process. There is more work to be done and DCD will continue to work on this goal in FY 2019-20. In cooperation with the Contra Costa Transportation Authority, assist with securing grants and conducting a Countywide Accessible Transit Study. Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 103 The County submitted a grant application in February 2018 under the Caltrans Sustainable Transportation program on behalf of the Contra Costa Transportation Authority (CCTA). Conditional grant award was provided to CCTA in May 2018, and a grant agreement effective October 1, 2018. County and CCTA staff are in the process of initiating the planning process which is anticipated to complete in 2020. Develop new funding streams to fund the operations of the improvement of accessible transportation services. A bill proposal establishing a new funding stream for accessible transportation services (fund source: Greenhouse Gas Reduction Fund) was submitted to the State Legislative Counsel’s office in December 2018. We anticipate a draft, unbacked bill to be available for review early in 2019 (February/March). Staff and our legislative advocate continue to work on identifying legislator to carry the bill in addition to developing other funding options. Assist the Sheriff’s Office of Emergency Services in developing a transit transportation response protocol for the Disability/Access and Functional Needs population. DCD Transportation staff attends the Sheriff’s Disabilities/Access and Function Needs Steering Committee meeting and advises on policies and protocols to improve the transportation response to this population. DCD will continue to work on this goal for FY 2019-20. Collaborate with the Public Works Department to finalize the County’s Vision Zero and Complete Streets implementation strategy. DCD is in the process of developing a Vision Zero Plan to address severe and fatal collisions on County-owned roadways and will identify key collision trends in the County, priority corridors in which severe and fatal collisions occur, and an implementation strategy to address the collision trends. It is anticipated that this plan will be complete in June 2019. DCD and Public Works staff are collaborating on several efforts related to Complete Streets implementation including developing a checklist used to evaluate land development projects for compliance with complete streets policies; pursuing grant funds to develop a Short-term Active Transportation Infrastructure Plan intended to inventory the County’s roadways and identify opportunities to quickly re-stripe or repave streets to build new or enhanced bikeways and sidewalks. DCD and Public Works staff meet quarterly with the East Bay Bicycle Coalition to discuss these projects. Update the Airport Land Use Compatibility Plan. The Airport Land Use Compatibility Plan will likely be considered by the Airport Land Use Commission in August or September 2019. Initiate active transportation corridor studies for the Iron Horse and Marsh Creek corridors. The Iron Horse Corridor Active Transportation Study was initiated in June 2018 and scheduled to end December 2019. The Marsh Creek Corridor Multi-Use Feasibility Study was initiated in January 2019 and scheduled to end July 2019. Finalize and adopt I-680/Treat Blvd. Bicycle and Pedestrian Improvement Study and seek implementation funds (grants). The planning study was completed in April 2018. Implementation funds have not yet been identified. However, the project will be automatically considered for regional Active Transportation Program funds (award announcements spring 2019). DCD staff will continue to pursue implementation grant funds. Conservation and Development General Government 104 County of Contra Costa FY 2019–2020 Recommended Budget Assist in development of Contra Costa Transportation Authority (CCTA) Electric Vehicle (EV) readiness plan; continue to seek funding for County EV Infrastructure at County facilities. DCD staff has assisted CCTA to obtain grant funding to develop an EV readiness plan and has coordinated with Public Works to seek grant funds for installation of EV charging stations at County facilities. Submit grant application and otherwise seek funding for short-line railroad feasibility study in the Northern Waterfront area. Assist with conducting the feasibility study. The United States Economic Development Administration awarded the County a Planning and Local Technical Assistance Program grant to conduct the Northern Waterfront Short-Line Railroad Feasibility Study. A Request for Proposals has been issued, staff anticipates the Study will be complete in late 2019, early 2020. Complete and submit Complete Measure J Growth Management Program Compliance Checklist to secure Measure J return-to-source funds. The Growth Management Compliance checklist is complete and undergoing final review. Staff anticipates bringing the checklist to the Board of Supervisors in April 2019. Work with the County Auditor-Controller to combine the Oversight Boards in 17 jurisdictions in the County into a single countywide Successor Agency Oversight Board, effective July 1, 2018, as required by the Redevelopment Dissolution Act, Section 34179(11)(j) of the Government Code. The Countywide Oversight Board was assembled on July 1, 2018 and is being staffed by DCD. The new Oversight Board met in September 2018 and January 2019. Continue to position housing assets, formerly owned by the Redevelopment Agency, for development of residential and/or mixed-use development. The County conveyed the Heritage Point Housing site in North Richmond and construction began on 43 multiple-family residential units. Designate developers for sites and work toward a Disposition and Development Agreement with the designated developer for the Bay Point Orbisonia Heights project. Following the conclusion of the Exclusive Negotiation Agreement period, DCD is preparing a Disposition and Development Agreement with the designated developer, Pacific Communities. Continue to update the 2020-2040 General Plan. In September 2018 the Department contracted with PlaceWorks to assist with the General Plan update. Work has begun on the first tasks, including meeting with each County Supervisor to discuss the ways the update may affect their district, assembling the Technical Advisory Working Group composed of staff from various County departments, and developing the public outreach plan and dedicated website. Continue to participate with the Delta counties to prevent damage to the County’s water quality, ecosystem and economy from State plans to build new Delta water conveyance systems for Southern California and the Central Valley. The primary focus of the Delta counties has been to protect the Delta from a water conveyance infrastructure project (WaterFix) that proposes to build two 35-mile tunnels under the Delta. This project would negatively impact the Delta’s ecosystem, water quality and significantly change the Delta landscape. Contra Costa County is an Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 105 appellant in the State Water Board hearing related to the tunnels. CCC is also participating in several lawsuits that oppose the tunnels and we continue to advocate in Sacramento and Washington DC about better alternatives to the tunnels. Manage the Contra Costa County Groundwater Sustainability Agency (CCC GSA) and continue to participate in the development of the Groundwater Sustainability Plan for the portion of the Tracy sub-basin within the County, as described in the Board adopted Memorandum of Understanding. The County is the land use authority for all unincorporated lands in this basin. Contra Costa County GSA has participated in monthly meetings with the East Contra Costa County GSAs that include the Cities of Antioch and Brentwood, Byron Bethany Irrigation District, Diablo Water District, Discovery Bay Community Services District, East Contra Costa Irrigation District and the County. All seven GSAs have signed a memorandum of understanding agreeing to prepare a single Groundwater Sustainability Plan (GSP) for the groundwater basin within the County. The GSAs have also received approval from the State to divide management responsibility along the Contra Costa County and San Joaquin County border. This means the CCC GSAs will manage the groundwater basin in Contra Costa County and San Joaquin County GSAs will manage the groundwater basin in San Joaquin County. The CCC GSAs applied for and received grant funding from the State to help offset the costs of preparing a GSP. The CCC GSAs share responsibility for preparing and implementing the GSP, which must be submitted to DWR by January 31, 2022. Continue to pursue County safe school goals by engaging the State on the reform of school siting and school speed zone policies and consider the need for a local ordinance. In process. The County submitted detailed comments on the State’s long-delayed, Title 5 (school siting) update process in 2018. There has been no progress addressing school speed zone policies. Continue to lead implementation of the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (ECCC HCP/NCCP) and in the process, conserve and acquire 1,000 acres of land; design one or more large wetland restoration projects; construct one large restoration project and one small restoration project; streamline permitting for public infrastructure and other projects; and collaborate with California State Water Resources Control Board to develop a streamlined permitting process similar to the approach offered by the HCP/NCCP. The ECCC HCP/NCCP continues to be implemented. In 2018, the Conservancy with its partners conserved approximately 300 acres of land, constructed one large restoration project, and completed a range of land management actions (restoration, range improvements, security, etc.). The HCP/NCCP provided streamlined permitting for 29 projects that including economic development, housing and infrastructure projects. Conversation continued with other resources agencies to expand the streamlined permitting offered by the Conservancy. Coordinate with other County Department and City staff to prepare for the 2020 US Census, including geographic updates and community outreach strategy. The Board of Supervisors has approved a resolution to commit to work on Census 2020 Outreach and receive $362,605 in State funding to support the Complete Count effort. The Board of Supervisors established the Complete Count Steering Committee to guide the Census 2020 Outreach effort. DCD staff completed two geographic updates, the Local Update of Census Address (LUCA) and the Bock Boundary Suggestion Project (BBSP). The LUCA process added an estimated 5,000 new Conservation and Development General Government 106 County of Contra Costa FY 2019–2020 Recommended Budget addresses to the Master Address File. DCD worked with the Department of Information Technology to update the existing County address file to ensure the County Address file was correct. The BBSP resulted in hundreds of thousands of edits to census geography. Continue to support development and expansion of unincorporated area parks through Park Impact, Park Dedication and Measure WW funding. Collected $1.7 million in Park Impact/Park Dedication fees and continued to implement park projects. Continued to implement Measure WW funding, including approval of all proposed park expenditures. East Bay Regional Park District extended the project completion deadline until December 31, 2021. Continue to improve outreach to low- income communities with information on how to apply for and receive assistance through Weatherization and Neighborhood Preservation programs to improve the comfort, safety and habitability of their homes. DCD continues to implement and market these programs. Continue to provide homebuyer assistance by providing Mortgage Credit Certificates, which give homebuyers personal income tax reductions. DCD continues to provide Mortgage Credit Certificates. Continue to assist in the production and preservation of affordable housing by providing conduit issuer services for multi-family tax-exempt bonds, and low interest deferred development loans. DCD continues to provide conduit issuer services. Continue to support local non-profit service agencies by providing grants through the Community Development Block Grant, Keller Canyon Mitigation Fund, and North Richmond Mitigation Fund. This goal has been successful and is ongoing. DCD expects to continue working on this goal in FY 2019-20. Administrative and Program Goals DCD has identified the following administrative and program goals for FY 2019-20: Complete the implementation of an upgrade to the Department’s permit tracking software, Accela Automation to improve functionality and enhance services for the public. Prepare an ordinance for Board of Supervisors consideration to adopt the 2019 California Building Code, with local amendments. Continue to implement the goals of the County’s Climate Action Plan and begin a multi-year process of updating the Climate Action Plan to address energy and sustainability goals beyond 2020. Seek and expand the use of renewable energy within the County and partner with the Contra Costa Transportation Authority and other agencies to increase the network of electric vehicle charging stations within the County. Partner with the County Library and Health Services Departments to educate the public and promote the benefits of home energy efficiency. Review and revise the County’s Planned Unit District (P-1) ordinance to eliminate the minimum acreage requirement for proposed P-1 development. Review and implement new changes to the Surface Mining and Reclamation Act of 1975. Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 107 Prepare proposed revisions to the County’s Tree Preservation and Protection Ordinance to make it a more effective, efficient tool for regulating impacts to significant resources. Prepare the Short Term Rental Ordinance based on input received from the County Board of Supervisors. Continue efforts to expedite review of land development and planning applications. Implement the Board’s direction on Renewable Energy by developing a proposed Zoning Text Amendment and Zoning Overlay District for Renewable Energy. Review and update the County’s Sign Ordinance including the offsite Advertising Sign Ordinance. Comprehensively review and propose updates and reforms of the current Zoning Ordinance, including identifying changes requiring immediate attention. Continue Envision Contra Costa 2040, the comprehensive update to the County’s General Plan. Launch the County’s new land use permitting program for commercial cannabis. Manage the Contra Costa County Groundwater Sustainability Agency and continue to participate in the development of the Groundwater Sustainability Plan for the portion of the Tracy sub-basin within the County, as described in the Board adopted Memorandum of Understanding. The County is the land use authority for all unincorporated lands in this basin. Initiate update of the Board adopted Delta Water Platform. Continue to support the study of deepening the San Francisco to Stockton ship channel. Continue to pursue County safe school goals by engaging the State on the reform of school siting and school speed zone policies and consider the need for a local ordinance. Continue to lead implementation of the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (HCP/NCCP) and staff the East Contra Costa County Habitat Conservancy as it seeks to conserve and acquire 1,000 acres of land; design and/or construct one or more wetland restoration projects; streamline permitting for public infrastructure and other projects; and collaborate with California State Water Resources Control Board to develop a streamlined permitting process similar to the approach offered by the HCP/NCCP. In cooperation with the Contra Costa Transportation Authority, develop the Countywide Accessible Transportation Strategic Plan. Continue to pursue the development of new funding streams to support the operations and improvement of accessible transportation services. Assist the Sheriff’s Office of Emergency Services and Bay Area Urban Areas Security Initiative in developing a transit / transportation response protocol for the Disability/Access and Functional Needs population. Collaborate with the Public Works Department to finalize the County’s Vision Zero and Complete Streets implementation strategy and begin applying the policies and strategies. Update the Airport Land Use Compatibility Plan. Continue to develop active transportation corridor studies for the Iron Horse and Marsh Creek corridors. Conservation and Development General Government 108 County of Contra Costa FY 2019–2020 Recommended Budget Seek implementation funds (grants) for I- 680/Treat Blvd. Bicycle and Pedestrian Improvement Study. In cooperation with the Public Works Department, propose regulations for shared mobility devices (e.g. docked and dockless bikeshare, scooters) in unincorporated Contra Costa County. Assist in development of Contra Costa Transportation Authority Electric Vehicle (EV) readiness plan; continue to seek funding for County EV Infrastructure at County facilities. Conduct the short-line railroad feasibility study in the Northern Waterfront area. Complete and submit complete Measure J Growth Management Program Compliance Checklist to secure Measure J return-to- source funds. Coordinate with the County Auditor- Controller to staff the Countywide Oversight Board for 17 Successor Agency jurisdictions in the County, as required by the Redevelopment Dissolution Act, Section 34179(11)(j) of the Government Code. Continue to position housing assets, formerly owned by the Redevelopment Agency, for development of residential and/or mixed-use development. Finalize and implement Disposition and Development Agreements with developers for the Bay Point Orbisonia Heights project, the Rodeo Town Center Project, and the Contra Costa Centre Block D project. Continue to participate with the Delta counties to prevent damage to the County’s water quality, ecosystem and economy from State plans to build new Delta water conveyance systems for Southern California and the Central Valley. Coordinate with other County Departments and City staff to prepare for the 2020 US Census, including geographic updates and community outreach strategy. Continue to support development and expansion of unincorporated area parks through Park Impact, Park Dedication, Measure WW funding, and additional grant funding. Continue to improve outreach to low-income communities with information on how to apply for and receive assistance through Weatherization and Neighborhood Preservation programs to improve the comfort, safety and habitability of their homes. Continue to provide first-time homebuyer assistance by providing Mortgage Credit Certificates, which give homebuyers personal income tax reductions. Continue to assist in the production and preservation of affordable housing by administering federal and state financing programs including multi-family housing revenue tax-exempt bonds, HOME Investment Partnerships Act, Community Development Block Grant, Housing Opportunities for Persons with AIDS, No Place Like Home, etc. Continue to support local non-profit service agencies by providing grants through the Community Development Block Grant, Keller Canyon Mitigation Fund, and North Richmond Mitigation Fund. Continue to develop the County’s new economic development program to promote economic growth and jobs and transition the County-led Northern Waterfront Economic Development Initiative from planning to the implementation phase. Continue to implement programs and services to reduce solid waste disposal and promote reuse and recycling as required by the Integrated Waste Management Act (AB 939), including dedicating resources to assist with enhancing the recycling of materials generated at county facilities, and Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 109 enforcing mandatory commercial recycling and organics requirements. Assist the Contra Costa County Fish and Wildlife committee with making and implementing recommendations to the Board on grants from the Fish and Wildlife Propagation Fund to support local natural resources. Continue to staff various boards and appointed committees, including but not limited to the Board’s Transportation, Water and Infrastructure committee, the Board’s Sustainability Committee, the Board’s Ad- Hoc Committee on the Northern Waterfront, the Planning Commission, Affordable Housing, Finance Committee, Abandoned Vehicle Abatement Service Authority, Fish and Wildlife Committee, Airport Land Use Commission, TRANSPLAN, and the Historic Landmarks Advisory Committee. Conservation and Development General Government 110 County of Contra Costa FY 2019–2020 Recommended Budget Contingency Reserve General Government County of Contra Costa FY 2019-2020 Recommended Budget 111 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Provisions For Contingencies 0 8,000,000 10,000,000 10,000,000 0 Expense Total 0 8,000,000 10,000,000 10,000,000 0 Net County Cost (NCC): 0 8,000,000 10,000,000 10,000,000 0 Financial Indicators % Change in Total Exp 0% 25% 0% % Change in NCC 0% 25% 0% Contingency Reserve Description: To provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding sources. Contingency Reserve Summary Service: Discretionary Level of Discretion: Discretionary Expenditures: $10,000,000 Financing: 0 Net County Cost:0 Funding Sources: Reserves 100.0% $10,000,000 CAO’s Recommendation The $10 million contingency reserve was eliminated in FY 2006-07 after remaining basically unchanged for 16 years. The County Administrator’s Office recommended that the practice of appropriating $10 million for contingency be discontinued and that the funds be designated for Contingency on the General Ledger. The recommendation was implemented to offset a portion of the County’s $45 million budget reduction in that year. The anticipated impact of that recommendation was that appropriations would no longer be inflated and annually generated scarce resources would not be required to balance them. The County Administrator reinstated the contingency reserve in FY 2012-13. General Fund contingencies include funding necessary to provide continued County operations despite economic uncertainties. As a general rule a contingency fund should be maintained at a level sufficient to finance all issues/items which may occur during the fiscal year, but were unforeseen during the budget process. Failure to appropriate a reasonable level of funding for contingencies is not prudent and could likely result in a “midyear budget crisis”. The County Administrator recommends that reserves in the amount of $10 million be appropriated for FY 2019-20. The appropriation will allow funding for: 1) any unforeseen emergency that the Board may need to fund during the fiscal year; 2) appropriations without a dedicated earmark to help to rebuild and grow the County’s fund balance; and 3) appropriations for technology projects to increase efficiencies and economies. Contingency Reserve General Government 112 County of Contra Costa FY 2019-2020 Recommended Budget County Administrator David Twa, County Administrator General Government County of Contra Costa FY 2019-2020 Recommended Budget 113 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 5,400,074 6,484,893 6,767,063 6,880,163 113,100 Services And Supplies 9,023,627 15,631,965 10,484,008 10,484,008 0 Other Charges 0 268,000 1,253,310 1,253,310 0 Fixed Assets 105,777 46,000 46,000 46,000 0 Expenditure Transfers (289,691) 2,719 (73,662) (73,662) 0 Expense Total 14,239,787 22,433,577 18,476,719 18,589,819 113,100 Revenue Other Local Revenue 8,236,149 9,911,589 10,856,719 10,969,819 113,100 Federal Assistance 545,176 0 0 0 0 State Assistance 200,000 200,000 200,000 200,000 0 Revenue Total 8,981,325 10,111,589 11,056,719 11,169,819 113,100 Net County Cost (NCC): 5,258,462 12,321,988 7,420,000 7,420,000 0 Allocated Positions (FTE) 34.0 35.0 34.0 35.0 1.0 Financial Indicators Salaries as % of Total Exp 38% 29% 37% 37% % Change in Total Exp 58% (18%) 1% % Change in Total Rev 13% 9% 1% % Change in NCC 134% (40%) 0% Compensation Information Permanent Salaries 3,416,848 4,082,646 4,321,997 4,391,997 70,000 Temporary Salaries 0 21,000 29,000 29,000 0 Deferred Comp 46,436 45,057 64,800 66,600 1,800 FICA/Medicare 226,716 273,591 288,797 293,197 4,400 Ret Exp-Pre 97 Retirees 11,417 7,500 7,500 7,500 0 Retirement Expense 1,077,479 1,327,543 1,314,680 1,335,291 20,611 Employee Group Insurance 334,635 439,223 509,847 525,788 15,941 Retiree Health Insurance 149,170 154,308 146,057 146,057 0 OPEB Pre-Pay 103,872 103,872 62,840 62,840 0 Unemployment Insurance 7,652 2,008 2,140 2,175 35 Workers Comp Insurance 25,848 28,145 19,403 19,716 313 Board Support & General Administration Description: Acts as the principal staff advisor to the Board of Supervisors and administers County operations. The duties of the County Administrator and staff include furnishing reports to the Board, providing information and advice, implementing policy directives and orders County Administrator General Government 114 County of Contra Costa FY 2019-2020 Recommended Budget adopted by the Board, coordinating the work performed by County departments and County special districts, and with the assistance of the County Auditor-Controller, preparing and monitoring the annual County budget. Board Support & General Administration Service: Mandatory Level of Service: Discretionary Expenditures: $5,550,348 Financing: 278,189 Net County Cost: 5,272,159 Funding Sources: Charges - 1.1% $59,131 Divisions & Depts Property Tax Adm 3.9% 219,058 General Fund 95.0% 5,272,159 FTE: 15.3 AB 109 – Program/Administration Description: In 2011, Assembly Bill 109 transferred responsibility for supervising individuals convicted of specific low-level felony offenses from the California Department of Corrections and Rehabilitation to counties. This Act tasked local government at the county level with developing a new approach to reducing recidivism among this population. The County Administrator’s Office, through the Office of Reentry and Justice (ORJ), established in January 2017, provides program evaluation, system planning and administrative support including staff to facilitate the Countywide program. ORJ oversees the AB 109-funded Community Programs (which provide housing, job training, mentoring, civil legal services and family reunification services for returning residents and launched the Reentry Success Center and the Reentry Network of Services), the development of a countywide Ceasefire Program, and the facilitation of the Racial Justice Oversight Body. Appropriations shown here include only those allocated to the ORJ and Community Programs provided throughout the County through various contracts; additional allocations are distributed among other County Departments, including: District Attorney, Health Services, Probation, Public Defender, and Sheriff. AB 109 Program/Administration Service: Mandatory Level of Service: Discretionary Expenditures: $9,167,012 Financing: 8,217,012 Net County Cost: 950,000 Funding Sources: State Realignment (AB-109) 89.6% $8,217,012 General Fund 10.4% 950,000 FTE: 3.8 Labor Relations Description: Administers the County’s labor management relations programs including managing the collective bargaining process, grievance investigation, providing training and counseling to managers and employees, as well as problem resolution. Labor Relations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,169,778 Financing: 1,249,572 Net County Cost: 920,206 Funding Sources: Charges - 57.6% $1,249,572 Divisions & Depts General Fund 42.4% 920,206 FTE: 6.0 County Administrator General Government County of Contra Costa FY 2019-2020 Recommended Budget 115 CCTV & Public Information Description: Administers cable franchises and community access television (CCTV). Supported primarily by cable TV franchise fees and Public, Education and Government (PEG) Fees. CCTV & Public Information Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,488,708 Financing: 1,488,708 Net County Cost:0 Funding Sources: CATV Franchise 66.3% $987,514 PEG Fees 24.0% 357,653 Charges for Svc 9.7% 143,541 FTE: 8.0 Equal Employment Opportunity Description: Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment. Equal Employment Opportunity Office Summary Service: Mandatory Level of Service: Discretionary Expenditures: $287,635 Financing: 10,000 Net County Cost: 277,635 Funding Sources: Transfers 3.5% $10,000 General Fund 96.5% 277,635 FTE: 2.0 CAO’s Recommendation Baseline Budget The fiscal year 2019-20 baseline net County cost decreased by $4,901,988 from fiscal year 2018-19. The reduction primarily reflects the elimination of restricted prior year fund balance of $4,542,599 primarily from CATV franchise fees and AB-109 restricted revenue. Baseline costs for salaries and benefits increased by $282,170 and includes a 4% cost of living increase as of July 1, 2019. Services and supplies, specifically non-county professional services, decreased by $873,191. Contributions to other agencies increased by $1,253,310. The decrease to outside professional services costs as well as the increase in contributions to other agencies reflect adjustments adopted by the Public Protection Committee for the AB109 Community Programs fiscal year 2019-20 budget. Cost offsets from expenditure transfers increased by $76,381 and revenue increased by $945,297. The adjustment in revenue primarily reflects an increased share of A-87 cost plan revenue and increased revenue from the AB 109 – Office of Reentry and Justice, Recommended Budget The Recommended Budget includes funding for one Community & Media Relations Specialist in the CCTV division. The position will be 100% funded by fees for services. The recommended net County cost of $7,420,000 will provide the funding necessary to maintain baseline services in fiscal year 2019- 20. County Administrator General Government 116 County of Contra Costa FY 2019-2020 Recommended Budget Performance Measurements County Administrator accomplishments during fiscal year 2018-19 include: The County Budget has been structurally balanced for eight years in a row. The County received the Government Finance Officers Association Distinguished Budget Presentation Award for each of those eight years. Initiated an Opt-in agreement with the State of California – California Complete Count- Census 2020 Office that resulted in an award of $362,605 to conduct outreach and facilitate a complete and accurate count of all Contra Costa County residents during the 2020 Census. After months of negotiations, we have entered into new Contracts with most of our bargaining groups resulting in substantially improved Health Insurance Benefits, and increased wages. Continued process on constructing two significant capital projects, a new 72,000 square foot administration building to replace the existing 651 Pine Street facility and a new 38,0000 square foot EOC and administration building for the Sheriff. In 2020/21 the new administration building and the new EOC will come on line and will reduce the current $272 million deferred maintenance backlog by over $30 million. In addition to these two major projects, the County is continuing to design and plan for the West County Re-Entry, Treatment and Replacement Housing Project (WRTH). This project will partially replace space in the older Martinez Detention Facility and will add 96 beds to treat detainees with mental health issues in a more appropriate setting Continued strong financial controls including management of the County’s OPEB liability (unfunded Liability reduced from $2.6 B in 2008 to current $764 M). Facilitated one of the first TRUTH Act community forums in the State. Discontinued housing ICE detainees at county adult detention facilities. Administrative and Program Goals Increase effectiveness of organizational sector budget oversight and promote service delivery improvements and interdepartmental coordination: Annual budget and program goal development/reviews and recommendations Quarterly financial reviews Monthly service delivery monitoring As-needed support and consultation Conduct departmental site visits Develop and implement a strategic outreach plan to engage hard-to-county populations to facilitate a complete and accurate county of all Contra Costa County residents during the 2020 Census. Provide Board of Supervisors with high quality support: Staff Ad Hoc and standing Board of Supervisor Committees Manage Board of Supervisors agenda development process, including automation of agenda process Provide research, information and recommendations on issues as requested by Board members Keep all Board members uniformly informed of new policies/practices Manage Advisory Committee tasks, in compliance with Maddy Act requirements and Board of Supervisors’ policies. Provide county-wide record keeping and document management through Clerk of the Board’s Office. County Administrator General Government County of Contra Costa FY 2019-2020 Recommended Budget 117 Provide leadership for Contra Costa County to succeed on the primary focus areas of: Fiscal Health, Service Delivery Efficiency/ Effectiveness, Public Education, Teamwork/ Organizational Development: Continue to work with the Board of Supervisors, unions, and Departments to address Pension Liability. Regularly promote and set expectations for focus area accomplishment Evaluate Countywide progress Share information on progress with County staff and general public Continue to refine and implement the County’s other Post Employment Benefit Strategic Plan. Continue to protect and advance the County’s interests through the federal and state legislative program. Develop and provide county-wide public information through use of all forms of media, including print, CCTV and WEB content. Develop and implement a strategic outreach plan to engage hard-to-count populations to facilitate a complete and accurate count of all Contra Costa County residents during the 2020 Census. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 3 CCTV Salaries and Benefits 1.0 113,100 Add 1 Community & Media Relations Specialist. 2 3 CCTV Revenue 0.0 113,100 Increase Charges for Service revenue. Total 1.0 0 County Administrator General Government 118 County of Contra Costa FY 2019-2020 Recommended Budget County Counsel Sharon L. Anderson, County Counsel General Government County of Contra Costa FY 2019-2020 Recommended Budget 119 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 10,115,749 10,991,116 11,445,245 11,445,245 0 Services And Supplies 674,599 1,344,973 1,309,554 1,309,554 0 Fixed Assets 0 57,109 42,423 42,423 0 Expenditure Transfers (4,759,373) (4,672,473) (5,419,372) (5,419,372) 0 Expense Total 6,030,975 7,720,726 7,377,850 7,377,850 0 Revenue Other Local Revenue 5,261,914 4,720,726 5,377,850 5,377,850 0 Revenue Total 5,261,914 4,720,726 5,377,850 5,377,850 0 Net County Cost (NCC): 769,061 3,000,000 2,000,000 2,000,000 0 Allocated Positions (FTE) 50.0 52.0 52.0 52.0 0.0 Financial Indicators Salaries as % of Total Exp 168% 142% 155% 155% % Change in Total Exp 28% (4%) 0% % Change in Total Rev (10%) 14% 0% % Change in NCC 290% (33%) 0% Compensation Information Permanent Salaries 6,479,601 7,006,391 7,446,931 7,446,931 0 Temporary Salaries 56,667 215,795 165,484 165,484 0 Permanent Overtime 66 0 0 0 0 Deferred Comp 50,600 52,980 65,820 65,820 0 FICA/Medicare 422,555 439,642 462,805 462,805 0 Ret Exp-Pre 97 Retirees 21,603 24,616 24,616 24,616 0 Retirement Expense 2,086,580 2,260,531 2,288,747 2,288,747 0 Employee Group Insurance 606,583 664,835 714,692 714,692 0 Retiree Health Insurance 164,500 188,958 162,252 162,252 0 OPEB Pre-Pay 76,360 76,360 70,031 70,031 0 Unemployment Insurance 14,528 3,506 3,718 3,718 0 Workers Comp Insurance 136,106 57,502 40,149 40,149 0 County Counsel General Government 120 County of Contra Costa FY 2019-2020 Recommended Budget Department Description Legal advisor for County officers, departments, boards and commissions, school and other districts in the County. County Counsel’s duties include litigating civil cases and providing a wide range of legal services to the Board of Supervisors, County departments, special districts, and Board-governed authorities and agencies. General Law Description: Provides legal services necessary for the continued operation of the County departments and special districts. Additionally, provides legal services to outside clients and some independent special districts upon request. General Law Summary Service: Mandatory Level of Service: Discretionary Expenditures: $7,252,970 Financing: 5,252,970 Net County Cost: 2,000,000 Funding Sources: Charges for Svc 68.3% $4,952,970 Property Tax Admin 4.1% 300,000 General Fund 27.6% 2,000,000 FTE: 25.0 Child Protective Services and Probate Description: Provides mandatory legal services for Employment & Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, Laura’s Law, etc.) Child Protective Services-Probate Summary Service: Mandatory Level of Service: Mandatory Expenditures: $3,344,402 Financing: 3,344,402 Net County Cost:0 Funding Sources: Charges for Svc 100% $3,344,402 FTE: 17.0 Risk Management /Civil Litigation Description: Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside tort and civil rights litigation counsel. Risk Management /Civil Litigation Unit Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,199,850 Financing: 2,199,850 Net County Cost:0 Funding Sources: Liability Insurance Internal Service Fund 100% $2,199,850 FTE: 10.0 County Counsel General Government County of Contra Costa FY 2019-2020 Recommended Budget 121 CAO’s Recommendation The baseline net County cost decreased by $1,000,000 from fiscal year 2018-19. Salary and benefit costs increased by $454,127, reflecting a 4% cost of living increase as of July 1, 2019 as well as an increased County share of the costs for benefits. Interdepartmental charges for building occupancy, information technology and telecommunications increased by a net of $16,253. Contract legal services and fixed assets decreased by $66,358. Revenue offsets and expenditure transfers to increased by $1,404,022 to reflect the estimated charges for service in fiscal year 2019-20. The recommended net County cost of $2,000,000 will provide the funding necessary to maintain services in fiscal year 2019-20. Performance Measurement Continuing Project to Address Records Management and Retention The County Counsel’s Office currently relies on three separate case/file management systems as well as volumes of paper files as part of its operations. An ongoing departmental project we are undertaking in conjunction with the Department of Information and Technology is to modernize the office’s records management systems. These upgrades to the closed case retention and case management procedures are intended to streamline operations, decrease the amount of paper-based records the office handles, and reduce storage costs. Continuing Efforts to Address Recruitment and Retention Between 2016 and 2018 the County Counsel’s Office lost over 20% of its attorney staff; one person to retirement and six to other employment opportunities. Forty-three percent of our attorneys have been with this Office for five years or less. Given Bay Area housing costs and a highly competitive job market for public and private civil law specialists, attracting and retaining qualified and dedicated, civil law attorneys is our highest priority. We anticipate that the Board’s recent action in approving cost of living increases for attorneys, along with a small increase to the law school loan reimbursement program, will help us keep and develop a new generation of civil law attorneys to help meet the legal demands of the County and our other public clients. Administrative and Program Goals Records Management and Retention We will continue to work with DoIT to identify and implement a digital archiving system that will allow us to digitize files that must be retained, as well as a new case management system. Our goal is to have these systems in place before we move into the new building. Spacing and Staffing Needs The County Counsel’s Office’s occupies three floors of the existing County Administration Building. There is no room for further expansion in our current facility. As we await the construction of the new County Administration Building, we are contemplating how to strategically use the new space with existing and new staff to efficiently address the legal needs of the County and its other public clients. Resource Allocation A continuing challenge for the County Counsel's Office is to provide an outstanding level of service to all of our clients including the departments and programs whose legal expenses are supported by the general fund. This year’s budget reflects a $1 million reduction in this department’s net County cost allocation. Meeting our ethical obligation to continue to provide superior advice and assistance to these clients will be a significant challenge in the coming year. County Counsel General Government 122 County of Contra Costa FY 2019-2020 Recommended Budget Crockett/Rodeo Revenues General Government County of Contra Costa FY 2019-2020 Recommended Budget 123 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 168,199 576,000 276,000 276,000 0 Other Charges 222,961 284,000 284,000 284,000 0 Expense Total 391,160 860,000 560,000 560,000 0 Net County Cost (NCC): 391,160 860,000 560,000 560,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 120% (35%) 0% % Change in Total Rev 0% 0% 0% % Change in NCC 120% (35%) 0% Crockett/Rodeo Revenues Description: To budget appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility (previously the Reformulated Gasoline Project), for both capital and program uses. The Crockett Cogeneration allocation is split with 43% transferred to the Crockett Community Foundation to be spent on various community benefit programs and 57% transferred to the Sheriff’s Office for police services in the Community of Crockett (based on December 12, 1995 action by the County Board of Supervisors). The Philips 66 – Ultra Low Sulfur Diesel Fuel Project allocation (based on the April 19, 2005 action by the County Board of Supervisors) stipulates that approximately $60,000 be allocated annually for projects in the Rodeo, Crockett, and Tormey communities. Crockett/Rodeo Revenues Service: Discretionary Level of Service: Discretionary Expenditures: $560,000 Financing: 0 Net County Cost: 560,000 Funding Sources: General Fund 100.0% $560,000 CAO’s Recommendation The Baseline budget decreased by $300,000 from FY 2018-19, reflecting the elimination of prior year fund balance. Any unspent appropriations at year-end are carried over to the following year. The estimated budget is based on prior year trends of assessed valuations. The actual return-to-source shares are determined each year upon notification received from the County Assessor’s Office. Crockett/Rodeo Revenues General Government 124 County of Contra Costa FY 2019-2020 Recommended Budget Debt Service General Government County of Contra Costa FY 2019-2020 Recommended Budget 125 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 2,365 0 0 0 0 Expense Total 2,365 0 0 0 0 Revenue Other Local Revenue 3,291,730 2,500,000 2,500,000 2,500,000 0 State Assistance 31,849 0 0 0 0 Revenue Total 3,323,578 2,500,000 2,500,000 2,500,000 0 Net County Cost (NCC): (3,321,213) (2,500,000) (2,500,000) (2,500,000) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (100%) 0% 0% % Change in Total Rev (25%) 0% 0% % Change in NCC (25%) 0% 0% Debt Service/General Fund County/State West Contra Costa Healthcare District (WCCHCD) Description: To account for the West Contra Costa Healthcare District’s reallocation of property tax revenue through an exchange agreement. This exchange agreement is not an on-going source of revenue and replaces reserves transferred to the District as bridge funding prior to the medical center closing in 2015. County/State WCCHCD IGT Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 0 Financing: 2,500,000 Net County Cost: (2,500,000) Funding Sources: Property Taxes 100.0% $2,500,000 Notes and Warrants Interest Description: The California Government Code contains a legal provision, which allows a local agency to issue notes, permitting it to borrow money in order to meet short-term cash flow deficiencies, pending receipt of taxes and revenues. The borrowed funds may be expended for things such as current expenses, capital expenditures, and debts and obligations. This is a General Fund unit. Notes and Warrants Interest Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net County Cost: 0 Funding Sources:N/A Debt Service General Government 126 County of Contra Costa FY 2019-2020 Recommended Budget Debt Service/Special Revenue Retirement UAAL Bond Fund Description: To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. Retirement UAAL Bond Summary Service: Discretionary Level of Service: Mandatory Expenditures: $43,600,399 Financing: 43,600,399 Net Fund Cost:0 Funding Sources: Use of Money 0.6% $270,000 Transfers 99.4% 43,330,399 Notes and Warrants Interest Description: To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources in the Automated Systems Development Fund. Notes and Warrants Interest Summary Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net Fund Cost:0 Funding Sources: N/A Retirement Litigation Settlement Debt Service Description: To provide funding for the Retirement Litigation Settlement Debt Services repayment schedule that resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. The period ends in February 2024. Retirement Litigation Settlement Expense Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,759,911 Financing: 2,759,911 Net Fund Cost:0 Funding Sources: Transfers 100.0% $2,759,911 CAO’s Recommendation The FY 2015-16 budget did not include ad valorem property tax revenues to the County from the West Contra Costa Healthcare District due to the timing of a transfer agreement for a three-year funding bridge to Doctors Medical Center (DMC). The West Contra Costa Healthcare District Tax Allocation Waiver temporarily suspended the exchange agreement’s allocation of ad valorem property tax exchange agreement revenues to the County in FY 2014-15; however, the strategy was ultimately unsuccessful and DMC closed in 2015. Although unbudgeted, the County received $2.7 million in FY 2015-16 per the terms of a revised exchange agreement. Pursuant to County policy, the funds were transferred to the general fund reserve at year- end. The County received $3.3 million ad valorem property tax in FY 2017-18 and is expected to receive approximately $2.5 to $3.5 million in FY 2018-19 from this source and each year thereafter until the agreement is fulfilled in approximately FY 2023-24. Prior to FY 2019-20, each year’s property tax exchange appeared as a negative net County cost in our General Fund schedules. Debt Service General Government County of Contra Costa FY 2019-2020 Recommended Budget 127 Transfers for the Retirement UAAL Bond and Retirement Litigation Settlement Debt service expenses are budgeted in each department as a compensation expense. Expenditures in this fund were $68.4 million in FY 2013-14 and dropped to $35.4 million in FY 2014-15 as a result of paying off the 2002 pension obligation bonds. UAAL Bond fund expenses have grown according to the debt services schedule since FY 2014-15. The total payment will increase by approximately 4.2% each year until the bonds are fully paid in 2022. The FY 2021-22 principal and interest payment will be $47.4 million. We do not anticipate issuing Tax Revenue Anticipation Notes (TRANs) in FY 2019-20. For detailed information of the County’s overall current debt position, please see page 533. Debt Service General Government 128 County of Contra Costa FY 2019-2020 Recommended Budget Department of Information Technology Marc Shorr, Chief Information Officer General Government County of Contra Costa FY 2019-2020 Recommended Budget 129 Department of Information Technology Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 10,882,617 13,120,118 13,854,665 13,854,665 0 Services And Supplies 12,090,676 14,254,193 13,348,119 13,348,119 0 Other Charges 1,382,911 1,992,793 1,882,658 1,882,658 0 Fixed Assets 446,759 160,950 0 0 0 Expenditure Transfers (17,414,445) (19,439,374) (20,578,713) (20,578,713) 0 Expense Total 7,388,518 10,088,680 8,506,729 8,506,729 0 Revenue Other Local Revenue 7,549,067 9,626,680 8,411,729 8,411,729 0 Revenue Total 7,549,067 9,626,680 8,411,729 8,411,729 0 Net County Cost (NCC): (160,549) 462,000 95,000 95,000 0 Allocated Positions (FTE) 82.0 84.0 84.0 84.0 0.0 Financial Indicators Salaries as % of Total Exp 147% 130% 163% 163% % Change in Total Exp 37% (16%) 0% % Change in Total Rev 28% (13%) 0% % Change in NCC (388%) (79%) 0% Compensation Information Permanent Salaries 6,213,812 7,734,841 8,297,847 8,297,847 0 Temporary Salaries 222,500 70,000 70,005 70,005 0 Permanent Overtime 162,957 112,000 122,999 122,999 0 Deferred Comp 77,665 110,820 114,420 114,420 0 FICA/Medicare 483,512 584,334 626,670 626,670 0 Ret Exp-Pre 97 Retirees 19,703 20,949 22,068 22,068 0 Retirement Expense 1,907,098 2,412,512 2,503,463 2,503,463 0 Excess Retirement 20,038 0 0 0 0 Employee Group Insurance 845,154 1,121,416 1,246,788 1,246,788 0 Retiree Health Insurance 539,375 561,883 561,883 561,883 0 OPEB Pre-Pay 313,440 313,440 226,274 226,274 0 Unemployment Insurance 14,721 3,867 4,166 4,166 0 Workers Comp Insurance 62,643 74,056 58,083 58,083 0 Department of Information Technology General Government 130 County of Contra Costa FY 2019-2020 Recommended Budget Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the Department of Information Technology. Included are data for the following budget units: 0147 – Information Technology 0060 – Telecommunications Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 131 Information Technology Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 8,366,624 9,921,868 10,616,357 10,616,357 0 Services And Supplies 4,704,874 6,816,613 6,396,132 6,396,132 0 Other Charges 1,039,898 1,323,414 1,033,178 1,033,178 0 Fixed Assets 195,247 160,950 0 0 0 Expenditure Transfers (11,038,054) (12,991,145) (13,856,092) (13,856,092) 0 Expense Total 3,268,590 5,231,700 4,189,575 4,189,575 0 Revenue Other Local Revenue 3,351,590 5,014,700 4,189,575 4,189,575 0 Revenue Total 3,351,590 5,014,700 4,189,575 4,189,575 0 Net County Cost (NCC): (83,000) 217,000 0 0 0 Allocated Positions (FTE) 60.3 62.3 63.0 63.0 0.0 Financial Indicators Salaries as % of Total Exp 256% 190% 253% 253% % Change in Total Exp 60% (20%) 0% % Change in Total Rev 50% (16%) 0% % Change in NCC (361%) (100%) 0% Compensation Information Permanent Salaries 4,769,698 5,881,031 6,413,752 6,413,752 0 Temporary Salaries 222,500 70,000 70,005 70,005 0 Permanent Overtime 59,463 0 5,999 5,999 0 Deferred Comp 64,795 88,980 97,200 97,200 0 FICA/Medicare 368,268 442,518 481,919 481,919 0 Ret Exp-Pre 97 Retirees 15,520 15,869 16,988 16,988 0 Retirement Expense 1,473,516 1,821,024 1,916,895 1,916,895 0 Excess Retirement 20,038 0 0 0 0 Employee Group Insurance 608,346 826,164 919,699 919,699 0 Retiree Health Insurance 444,872 455,387 455,387 455,387 0 OPEB Pre-Pay 257,248 257,248 186,355 186,355 0 Unemployment Insurance 11,288 2,941 3,220 3,220 0 Workers Comp Insurance 51,072 60,706 48,938 48,938 0 Department of Information Technology General Government 132 County of Contra Costa FY 2019-2020 Recommended Budget Information Technology The Department of Information Technology (DoIT), is a comprehensive technology organization committed to employing innovative technology solutions. DoIT prides itself in providing excellent customer service. The department supports internal and external customers with business and technology solutions that support public services. DoIT supports the County through its organizational divisions of Administration, Operations, Customer Service Center, Systems & Programming, Desktop and Network Services, and these countywide supported programs: Information Security Public Safety Radio System Countywide Microwave System, Telecommunications Wide Area Network Information Technology Summary Service: Mandatory Level of Service: Discretionary Expenditures: $18,045,667 Financing: 18,045,667 Net County Cost: 0 Funding Sources: User Fees 100.0% $18,045,667 FTE: 63.0 Major Department Responsibilities The Department of Information Technology provides a full portfolio of technology and business intelligence services. This includes supporting the countywide public safety radio – East Bay Regional Communication System (EBRCS) and telephone systems. DoIT manages the central enterprise computing system consisting of on premise servers, storage, and virtual technologies. This encompasses the Wide Area Network spanning 525 devices that connect 62 physical County locations. DoIT also supports numerous Local Area Networks and communication systems, and provides business and technical consulting services to all its customers. Administration Description: Provides leadership, accounting and administrative services to support DoIT in achieving efficiencies and transparency in daily operations. Provides customer service in all areas of DoIT. Administration Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $833,699 Financing: 833,699 Net County Cost:0 Funding Sources: Charges for Svcs 100.0% $833,699 FTE: 12.0 Information Security Description: Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever- changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape, concentrating efforts in the following areas: Security awareness for County employees Cyber intelligence Vulnerability management for County systems Advanced endpoint protection Account management Configuration management Data access management Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 133 Information Security Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $804,208 Financing: 804,208 Net County Cost:0 Funding Sources: Charges for Svcs 40.4% $325,042 Transfers 59.6% 479,166 FTE: 1.0 Network Services Description: Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. Network Services Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $2,133,192 Financing: 2,133,192 Net County Cost:0 Funding Sources: Charges for Svcs 2.9% $ 62,272 Transfers 97.1% 2,070,520 FTE: 9.0 Operations Description: Responsible for the County's Central Data Center that houses the IBM mainframe, AS/400s, and IBM UNIX servers and customer-owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages the Department's off-site disaster recovery resources. Operations Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $3,503,913 Financing: 3,503,913 Net County Cost:0 Funding Sources: Charges for Svcs 33.3% $1,167,275 Transfers 66.7% 2,336,638 FTE: 8.2 Department of Information Technology General Government 134 County of Contra Costa FY 2019-2020 Recommended Budget Geographic Information System (GIS) Description: Creates and maintains maps and geographic information for Contra Costa County, and provides high-level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. GIS Support Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $930,281 Financing: 880,281 Net County Cost: 50,000 Funding Sources: Charges for Svcs 30.2% 281,086 Transfers 64.4% 599,195 General Fund 5.4% 50,000 FTE: 5.1 Systems and Programming Description: Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. Systems and Programming Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $5,541,181 Financing: 5,591,181 Net County Cost: (50,000) Funding Sources: Charges for Svcs 15.6% $ 864,525 Transfers 85.3% 4,726,656 General Fund (0.9%) (50,000) FTE: 22.6 Wide Area Network (WAN) Description: Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. Wide Area Network Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $4,299,194 Financing: 4,299,194 Net County Cost:0 Funding Sources: Charges for Svcs 34.6% $1,488,975 Transfers 65.4% 2,810,219 FTE: 5.0 Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 135 Telecommunications Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,515,993 3,198,250 3,238,308 3,238,308 0 Services And Supplies 7,385,802 7,437,580 6,951,987 6,951,987 0 Other Charges 343,013 669,379 849,480 849,480 0 Fixed Assets 251,511 0 0 0 0 Expenditure Transfers (6,376,391) (6,448,229) (6,722,621) (6,722,621) 0 Expense Total 4,119,928 4,856,980 4,317,154 4,317,154 0 Revenue Other Local Revenue 4,197,477 4,611,980 4,222,154 4,222,154 0 Revenue Total 4,197,477 4,611,980 4,222,154 4,222,154 0 Net County Cost (NCC): (77,549) 245,000 95,000 95,000 0 Allocated Positions (FTE) 21.8 21.8 21.0 21.0 0.0 Financial Indicators Salaries as % of Total Exp 61% 66% 75% 75% % Change in Total Exp 18% (11%) 0% % Change in Total Rev 10% (8%) 0% % Change in NCC (416%) (61%) 0% Compensation Information Permanent Salaries 1,444,114 1,853,809 1,884,094 1,884,094 0 Permanent Overtime 103,494 112,000 117,000 117,000 0 Deferred Comp 12,870 21,840 17,220 17,220 0 FICA/Medicare 115,244 141,816 144,751 144,751 0 Ret Exp-Pre 97 Retirees 4,183 5,080 5,080 5,080 0 Retirement Expense 433,582 591,487 586,568 586,568 0 Employee Group Insurance 236,808 295,251 327,089 327,089 0 Retiree Health Insurance 94,503 106,496 106,496 106,496 0 OPEB Pre-Pay 56,192 56,192 39,919 39,919 0 Unemployment Insurance 3,433 927 946 946 0 Workers Comp Insurance 11,571 13,351 9,144 9,144 0 Department of Information Technology General Government 136 County of Contra Costa FY 2019-2020 Recommended Budget Telecommunications Description: Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two-county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. Telecommunications Summary Service: Mandatory Level of Service: Discretionary Expenditures: $11,039,775 Financing: 10,944,775 Net County Cost: 95,000 Funding Sources: Charges for Svcs 60.9% $6,722,621 Transfers 38.2% 4,222,154 General Fund 0.9% 95,000 FTE: 21.0 CAO’s Recommendation The FY 2019-20 Recommended Budget for the Department of Information Technology is equivalent to the Baseline Budget and reflects no increase in net County cost because all operating cost increases are charged out to service recipients. Wide Area Network (WAN) rates are increased by 2.4% and telephone line/port billing rates are decreased by 6.5% from the current year rates to offset the recommended level of expenditure. Baseline expenditures are decreased by $442,612 from the FY 2018-19 Budget, reflecting the following adjustments:  Decreases totaling $1,126,415 to building occupancy, equipment and maintenance costs;  Increases totaling $734,550 to salaries and benefits, reflecting negotiated wage adjustments and the annualized cost of two GIS Technician positions that were added in 2018;  Increase of $383,845 to Communica- tions toward the Countywide conversion of the PBX to a VOIP (Voice Over Internet Protocol) telephone system, which will provide the County with a fully redundant network and advanced 9-1-1 system. This phased conversion is expected to be completed in FY 2020- 21;  Decreases totaling $367,000, reflecting the removal of one-time venture capital funding;  Increases totaling $170,280 to training and professional memberships;  Decrease of $126,600 to debt service for lease-purchased assets; and  Miscellaneous adjustments resulting in a net decrease of $111,272. Revenue is decreased by $75,612 from the FY 2018-19 budgeted level. A General Fund allocation of $95,000 is recommended to offset unreimbursed costs related to the implementation of the East Bay Regional Communications System. Performance Measurement  Developed Countywide IT systems to improve staff and operational efficiencies.  Improved the County’s computer Wide Area Network speed and reliability by upgrading the remote office connections to AT&T ASE (switched Ethernet) fiber optic service.  Maintained or improved performance in the following business processes measures: Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 137 o Percentage of time the County’s radio communication system is available The County’s P25 radio communication system was available 99.9% of the time. The County Microwave system was also available 99.9% of the time. o Percentage of time the County’s Wide Area Network (WAN) is available The County’s WAN was available 99.8% of the time. The 0.2% unavailable period was due to the March 2018 UPS fire and routine scheduled maintenance. o Percentage of time the County’s voice mail communication system is available The County’s voice mail system was available 99.9% of time. A project continues to migrate all voice mail subscribers to the AT&T EMS (enterprise management system) voice mail or ATT Unified Communications. Administrative and Program Goals  Develop a Countywide IT strategic and tactical plan providing a road map for IT services in the County that aligns with the County’s Mission, Vision and Values Statement.  Improve performance in the following business measures: o Percentage of time the County’s radio communication system is available and the service outage repair times by adding fail-over redundancy. o Percentage of time the County’s WAN is available for systems such as email, internal websites, and payroll systems. o Percentage of time the County’s voice mail system is available by leveraging “cloud-based” solutions and implementing redundant core service facilities. o Reduce the requirement and cost for cabling for high-speed service for mobile devices by designing and incorporating wireless networks for additional specific County locations. o Increase disaster recovery process by implementing a Countywide alternative provider for high-speed internet access connection. Department of Information Technology General Government 138 County of Contra Costa FY 2019-2020 Recommended Budget Employee/Retiree Benefits General Government County of Contra Costa FY 2019-2020 Recommended Budget 139 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 475,988 962,164 620,874 620,874 0 Services And Supplies 4,757,605 21,756,788 4,929,126 4,929,126 0 Expenditure Transfers (59,654) (50,000) (50,000) (50,000) 0 Expense Total 5,173,939 22,668,952 5,500,000 5,500,000 0 Revenue Other Local Revenue 1,653,886 0 0 0 0 Revenue Total 1,653,886 0 0 0 0 Net County Cost (NCC): 3,520,053 22,668,952 5,500,000 5,500,000 0 Financial Indicators Salaries as % of Total Exp 9% 4% 11% 11% % Change in Total Exp 338% (76%) 0% % Change in Total Rev (100%) 0% 0% % Change in NCC 544% (76%) 0% Compensation Information Retirement Expense (486,703) 0 0 0 0 Retiree Health Insurance 463,203 462,676 428,618 428,618 0 OPEB Pre-Pay 499,488 499,488 192,256 192,256 0 Program Description The preceding table represents a summary of expenditures, revenues and net County costs for Employee and Retiree Benefits. The Department represents a centralized budget unit established to capture the costs of maintaining the County payroll and benefits system and retiree health costs for certain court retirees and retirees from County departments which no longer exist. Employee Benefits Description: To fund the costs associated with maintaining the County payroll and benefits system. Employee Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,879,126 Financing: 0 Net County Cost: 4,879,126 Funding Sources: General Fund 100.0% $4,879,126 Employee/Retiree Benefits General Government 140 County of Contra Costa FY 2019-2020 Recommended Budget Retiree Health Benefits Description: To fund the costs of the health plan program for retirees from the Courts and retirees from County departments which no longer exist, a component of the total employee benefits package established by the Board of Supervisors. Retiree Health Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $670,874 Financing: 50,000 Net County Cost: 620,874 Funding Sources: General Fund 92.5% $620,874 Interdept Charges 7.5% 50,000 CAO’s Recommendation The FY 2019-20 Baseline budget shows a reduction of $17.1 million from FY 2018-19. The reduction reflects the elimination of prior year fund balance that is rebudgeted each year during close-out. The majority of the fund balance is generated from Medicare Part D Reimbursements for the costs of retiree health benefits. Annual experience is reflected in the 2017-18 Actuals column ($5.2 million), which is more in-line with FY 2019-20 projected use ($5.5 million). The FY 2019-20 Recommended net County cost of $5,500,000 reflects sufficient appropriations to maintain the County payroll and benefits system as well as funding for retiree health benefits for Court employees and other retirees that cannot be attributed to specific departments, and therefore cannot be charged to County departments. General Purpose Revenue General Government County of Contra Costa FY 2019-2020 Recommended Budget 141 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Revenue Other Local Revenue 464,213,656 476,120,442 490,900,000 490,900,000 0 Federal Assistance 7,337 0 0 0 0 State Assistance 2,238,124 1,650,000 1,650,000 1,650,000 0 Revenue Total 466,459,117 477,770,442 492,550,000 492,550,000 0 Net County Cost (NCC): (466,459,117) (477,770,442) (492,550,000) (492,550,000) 0 Financial Indicators % Change in Total Rev 2% 3% 0% % Change in NCC 2% 3% 0% General County Revenues Description: To receive revenues which are not attributable to a specific County service and which are available for County General Fund expenditures. Types of revenues included are property taxes, sales taxes, interest earnings and franchises. Revenues from this budget unit offset the net County costs of General Fund departments. General County Revenues Summary Service: Mandatory Level of Discretion: Discretionary Expenditures: $ 0 Financing: 492,550,000 Net County Cost: (492,550,000) Funding Sources: Property Taxes 84.8% $400,500,000 Other Taxes 6.1% 26,500,000 License Franchise 1.7% 8,900,000 Fines Penalties 2.3% 20,200,000 Use of Money 1.2% 20,000,000 Intergovernmental 1.8% 8,150,000 Charges for Service 2.0% 8,000,000 Miscellaneous Rev 0.1% 300,000 CAO’s Recommendation The Recommended Budget for General Fund departments relies on increases in General Purpose Revenue to offset increases in the cost of doing business. The most significant increases in general purpose revenues from year-to-year are due to increased assessed valuation on current secured property tax. During the economic downturn, growth in assessed valuation, interest rates, and Supplemental Property Tax revenues was almost non-existent; since then assessed values have grown steadily. The State Board of Equalization has announced an inflation factor of two percent (1.02) for FY 2019-20 and the County Administrator’s Office is projecting that assessed value growth will be at least 5% (The inflation factor increase in base year value is limited to 2% by California Constitution, Article XIII A, section 2(b)). The 5% figure compares to current year growth of 6.34%, FY 2017-18 growth of 5.78%, FY 2016-17 growth of 6.01%, FY 2015-16 growth of 7.53%, FY 2014-15 growth of 9.09%, FY 2013-14 growth of 3.45%, and FY 2012-13 growth of 0.86%. It should be noted that the $477,770,442 budgeted general purpose revenue in FY 2018- 19 includes $30,148,442 in fund balance for construction of the Administration and Office of Emergency Services projects described in the Capital Improvement Plan on page 527. These Other Local Revenue monies were appropriated General Purpose Revenue General Government 142 County of Contra Costa FY 2019-2020 Recommended Budget from reserves during the current fiscal year and are not an on-going source of revenue. If the fund balance were not included in that figure, the FY 2018-19 budgeted amount would be $447,622,000. Additionally, the FY 2017-18 budget includes $20,000,000 in Other Local Revenue from the Tax Losses Reserve Fund. The FY 2018-19 Budgeted General Purpose Revenues included $10 million in transfers from the Tax Losses Reserve Fund for deferred facility maintenance projects. Although this $10 million is not a permanent source of funding, it is recommended that $20 million be budgeted again for FY 2019- 20. Human Resources Dianne Dinsmore, Director General Government County of Contra Costa FY 2019-2020 Recommended Budget 143 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 5,696,734 6,846,851 7,047,271 6,737,271 (310,000) Services And Supplies 3,907,667 6,405,452 5,543,028 5,484,450 (58,578) Expenditure Transfers (657,614) (688,517) (688,517) (688,517) 0 Expense Total 8,946,787 12,563,786 11,901,782 11,533,204 (368,578) Revenue Other Local Revenue 7,172,253 8,865,646 8,333,204 8,333,204 0 Revenue Total 7,172,253 8,865,646 8,333,204 8,333,204 0 Net County Cost (NCC): 1,774,535 3,698,140 3,568,578 3,200,000 (368,578) Allocated Positions (FTE) 52.0 52.0 52.0 50.0 (2.0) Financial Indicators Salaries as % of Total Exp 64% 54% 59% 58% % Change in Total Exp 40% (5%) (3%) % Change in Total Rev 24% (6%) 0% % Change in NCC 108% (4%) (10%) Compensation Information Permanent Salaries 3,436,956 4,178,800 4,369,027 4,161,157 (207,870) Temporary Salaries 687 12,800 12,800 12,800 0 Permanent Overtime 1,083 4,500 4,500 4,500 0 Deferred Comp 67,629 79,020 88,020 86,220 (1,800) Comp & SDI Recoveries (67) 0 0 0 0 FICA/Medicare 255,654 313,992 331,751 317,739 (14,012) Ret Exp-Pre 97 Retirees 11,012 13,321 13,321 13,321 0 Retirement Expense 1,072,562 1,282,920 1,292,474 1,235,640 (56,834) Employee Group Insurance 442,737 576,671 635,345 606,854 (28,491) Retiree Health Insurance 198,256 199,872 182,184 182,184 0 OPEB Pre-Pay 103,468 103,468 87,495 87,495 0 Unemployment Insurance 7,738 2,089 2,168 2,086 (82) Workers Comp Insurance 99,019 79,397 28,186 27,275 (911) Human Resources General Government 144 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate summarizing expenditures and revenue for the following two budget units administered by Human Resources: 0035 – Human Resources 0038 – Child Care Administration Develops, administers and maintains merit and exempt employment systems, which include salary administration, pay equity, benefit and insurance programs, recruitment, test and referral procedures, job classification, employee and organizational development, and employee assistance. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,725,330 Financing: 2,139,234 Net County Cost: (413,904) Funding Sources: Charges 97.4% $1,680,133 Transfers 26.5% 457,101 Miscellaneous 0.1% 2,000 General Fund (24.0%) (413,904) FTE: 5.0 Employee Benefits Description: Formulates and implements policies for the administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the health and well-being of County employees and retirees. Specific programs include State Disability Insurance; Deferred Compensation; Health Plan Administration; Health Care Spending Account; Supplemental Life Insurance; Unemployment Insurance; Long-Term Disability Insurance; Delta Dental; Dependent Care Assistance Program; CVC Eye Screening Program; Catastrophic Leave; and the Employee Assistance Program. The programs represent a mix of insured and self-insured programs. Employee Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,635,901 Financing: 6,635,901 Net County Cost: 0 Funding Sources: Charges 100.0% $6,635,901 FTE: 21.0 Personnel Services Description: Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and is fairly and equitably compensated. Activities include affirmative action outreach, approval of all personnel actions, management of the lay-off processes and outplacement activities, as well as the maintenance of all personnel history files and records. Human Resources General Government County of Contra Costa FY 2019-2020 Recommended Budget 145 Personnel Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,813,904 Financing: 200,000 Net County Cost: 3,613,904 Funding Sources: Transfers 5.2% $200,000 General Fund 94.8% 3,613,904 FTE: 24.0 Child Care Description: Provides for the funding and development of child care programs for County employees. Funded by forfeited Dependent Care Assistance Program (DCAP) monies received from employees. Child Care Service: Discretionary Level of Service: Mandatory Expenditures: $46,586 Financing: 46,586 Net County Cost: 0 Funding Sources: Forfeitures 100.0% $46,586 CAO’s Recommendation Baseline Budget The fiscal year 2019-20 Baseline net County cost decreased by a net of $129,562 from fiscal year 2018-19. One-time appropriations of $387,140 which had been rebudgeted from fiscal year 2018-19 as restricted money were eliminated from the Baseline. Salaries and benefits increased by $200,420, reflecting both a 4% negotiated cost of living increase as well as increases to the County’s share of employee health costs. Services and supplies decreased by $475,283 due mainly to reductions in non-County professional, specialized services. Revenue decreased by $532,442 due to a decrease anticipated from the A87 cost allocation plan as well as decreases anticipated from the Employee Benefits division. Recommended Budget In order to meet target reductions for fiscal year 2019-20, the County Administrator is recommending a further reduction of $368,578. The Department will achieve this reduction by eliminating two positions, downgrading one position and reducing operating expenses. The recommended net County cost of $3,200,000 will provide the funding necessary to provide basic services in fiscal year 2019-20. Performance Measurement Conducted Executive recruitments for the following key positions: Agricultural Commissioner/Weights and Measures Sealer Assistant Fire Chief/Fire Marshall Chief Executive Officer, Contra Costa Regional Medical Center Assistant Chief Information Officer Other high-level recruitments included: Chief Financial Officer – Employment and Human Services Department Chief of Plant Operations, Health Services Department Chief Assistant Director of Child Support Services Human Resources General Government 146 County of Contra Costa FY 2019-2020 Recommended Budget  Administered 19 large-volume recruitments: Job Title Applications Received Deputy Sheriff-Recruit 1823 Juvenile Institution Officer I 1349 Firefighter Recruit 1085 Sheriff's Dispatcher I 766 Social Worker II 760 Clerk - Experienced Level 532 Information Systems Assistant II 491 Clerk -Beginning Level – Project 477 Social Worker 449 Social Worker III 397 Executive Secretary- Exempt 392 Library Assistant-Journey Level 326 Fingerprint Technician I 318 Deputy Sheriff (Lateral) 242 Deputy Probation Officer I 219 Firefighter Paramedic – Recruit 212 Storekeeper 212 Pharmacist I 210 Account Clerk-Experienced Level 200  Processed 210 Personnel Adjustment Resolutions (P300’s) Technology Implemented online requisition and hiring in the County’s applicant tracking system, Neogov. Implemented use of eSkill, an online un- proctored testing platform. It gives job candidates a more flexible testing experience and reduces the amount of time required of HR staff as well as County job experts, supervisors and managers in administering assessments. Implemented AppointmentsPlus to allow candidates to self-schedule for fingerprinting and completion of Part II of the I-9 Employment Eligibility Verification. Expanded online open enrollment to CalPERS medical plans. Benefits and Leave Administration Conducted RFP for Deferred Compensation recordkeeper services, including recordkeeping/ administration, communication/education, onsite education, participant investment advisory, investment management and custodial trustee services Created Fact Sheets for Family Medical Leave Act/California Family Rights Act, State Disability Insurance/Paid Family Leave, Pregnancy Disability Leave/Baby Bonding and created and/or revised all leave of absence forms to ensure compliance with state and federal requirements. Expanded training program for managers, supervisors and departmental personnel staff on Leave of Absences policies and procedures to all departments; established quarterly training for Health Services Department; provided training for the Spring and Fall sessions of Risk Management-provided Supervisor and Manager training program; and provided three training sessions open to all departments. Increased percentage of employees participating in 457 from 53% in calendar year 2016 to 63% in calendar year 2017 to 65% in calendar year 2018 Recruitment and Classification/Compensation Introduced competency-based recruitment as part of modernization and streamlining of recruitment and assessment process efforts. Competency modeling goes beyond evaluating candidates and employees “on paper” and aims to measure the capabilities and potential of individuals. Established partnership with Biddle Consulting Group to develop computer-based testing for positions that historically experience high turnover. Development of a Social Worker examination is underway. Other Developed County-wide training program, Building a High-Trust Workplace, and delivered training to pilot group of 69 management employees from the following departments: Health Services, Employment and Human Services, Animal Services, Department of Child Support Services, District Attorney’s Office, Library Services, Probation, Risk Management, Treasurer-Tax Collector’s Office, as well as all Human Resources Department staff. The goal of this program is to create and maintain an Human Resources General Government County of Contra Costa FY 2019-2020 Recommended Budget 147 environment where employees fully engage and contribute in service to the residents. The training is a practical, hands-on program with real world scenarios on communication skills related to “tough” conversations. The focus is on building confidence in addressing high conflict issues in the workplace, communicating “new norms” and clarifying approaches for new rules of workplace engagement. Established contracts with three firms for investigative services to perform impartial fact- finding services on demand when County receives complaints of workplace misconduct by employees. Having external investigators available greatly enhances the County's ability to respond and investigate in an expeditious and impartial manner. Continued to meet with the departmental representatives of the Great Minds Think Together (GMT2) group to improve communication, provide valuable updates, receive feedback and solicit suggestions with the goal of consistent practices and policies across all departments. Graduated the third CSAC Institute Academy for over 40 key County workforce executives focusing on topics such as Leadership and Change, Communication, Conflict Management, etc. Graduation ceremony held in the Board of Supervisors Chambers in December, 2018. Administrative and Program Goals Technology Implement the NeoGov Onboarding Module to enhance candidate experience and streamline the hiring process by enabling employees to complete their onboarding documents electronically before their first day of work; partner with departments to create departmental onboarding portals to welcome new employees and enhance the onboarding experience. Implement Smart ERP, an add-on solution designed to address common PeopleSoft application functionality deficiencies. Smart ERP is like a virtual sheet of glass that gets bolted onto the existing PeopleSoft system, combining PeopleSoft data and necessary additional information into a single user interface. Convert paper files to digital filing system in preparation for move to new administrative building. Expand online, unproctored testing to reduce staff time associated with testing and provide a more flexible candidate experience. Benefits Transition deferred compensation plan to vendor selected to provide Deferred Compensation Recordkeeper services following RFP. Promote and educate employees about the Deferred Compensation 457 Plan to increase the number of employees that are participating as well as amount of income being deferred to improve retirement readiness. Update the Deferred Compensation Committee bylaws, including review of investment strategy. Finalize Leave Guide update and provide training to managers, supervisors and departmental human resources staff on leave management requirements, processes and procedures. Monitor government actions related to the Affordable Care Act and take action as needed. Expand online open enrollment to retirees. Recruitment and Classification/Compensation Initiate integration of the competency framework into the entire employee lifecycle, beginning from recruitment, through assessment and selection, and, once an employee has been hired, into training/development and performance management. Complete, roll out and evaluate computer-based Social Worker examination. Develop computer- based examination for Juvenile Institutions Officer. Develop training for Hiring Managers throughout the County so they can serve as a liaison to their candidates through the pre-employment process. Human Resources General Government 148 County of Contra Costa FY 2019-2020 Recommended Budget Develop resources for applicants and candidates to help improve the candidate experience and create a more person-centered hiring process. Other Update the Personnel Management Regulations and Salary Regulations to align with modern human resources best practices. Conduct process mapping to identify and eliminate redundancies in standard processes. Roll out Building a High-Trust Workplace training Countywide. Continue to deepen working relationships with departmental personnel staff of operating departments by soliciting input and engaging in collaborative discussions in order to improve efficiencies and consistency across all departments. Develop data analytics capability and meaningful metrics to support strategic decision- making and improved service. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Administration Salaries and Benefits 0.0 (30,000) Eliminate 1 HR Projects Manager position and add 1 Administrative Services Officer position. 2 3 Personnel Services Salaries and Benefits (2.0) (280,000) Eliminate 1 HR Supervisor and 1 Clerk-Senior Level position. 3 3 Personnel Services Services and Supplies 0.0 (58,578) Reduce miscellaneous operating costs. Total (2.0) (68,578) Library Melinda Cervantes, County Librarian General Government County of Contra Costa FY 2019-2020 Recommended Budget 149 Library Budget Summary County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 20,062,218 24,628,412 25,476,509 25,476,509 0 Services And Supplies 5,905,409 11,082,720 6,384,829 6,384,829 0 Other Charges 2,877,900 5,943,220 2,647,997 2,647,997 0 Fixed Assets 316,276 480,040 300,000 300,000 0 Expenditure Transfers 45,443 47,443 46,665 46,665 0 Expense Total 29,207,247 42,181,835 34,856,000 34,856,000 0 Revenue Other Local Revenue 32,475,612 32,729,684 34,782,000 34,782,000 0 Federal Assistance 192 0 0 0 0 State Assistance 320,521 76,000 74,000 74,000 0 Revenue Total 32,796,325 32,805,684 34,856,000 34,856,000 0 Net Fund Cost (NFC): (3,589,078) 9,376,151 0 0 0 Allocated Positions (FTE) 197.8 200.7 200.7 200.7 0.0 Financial Indicators Salaries as % of Total Exp 69% 58% 73% 73% % Change in Total Exp 44% (17%) 0% % Change in Total Rev 0% 6% 0% % Change in NFC (361%) (100%) 0% Compensation Information Permanent Salaries 11,315,502 14,197,089 14,771,539 14,771,539 0 Temporary Salaries 1,168,909 1,646,291 1,716,863 1,716,863 0 Permanent Overtime 130,696 52,300 52,300 52,300 0 Deferred Comp 111,630 166,476 197,820 197,820 0 Comp & SDI Recoveries (2,851) 0 0 0 0 FICA/Medicare 932,433 1,189,909 1,235,276 1,235,276 0 Ret Exp-Pre 97 Retirees 32,874 36,063 36,063 36,063 0 Retirement Expense 3,196,158 3,843,695 3,759,240 3,759,240 0 Employee Group Insurance 1,532,237 1,885,050 2,397,095 2,397,095 0 Retiree Health Insurance 790,185 793,649 764,592 764,592 0 OPEB Pre-Pay 461,930 461,930 337,936 337,936 0 Unemployment Insurance 28,009 6,158 6,368 6,368 0 Workers Comp Insurance 364,506 349,801 201,417 201,417 0 Library General Government 150 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate summarizing expenditures and revenue for the following four budget units administered by the Library: 0620 – Admin and Support Services 0621 – Library Community Services 0008 – Revenue - County Library Taxes 0113 – Plant Acquisition – Library Fund Major Department Responsibilities The Contra Costa County Library brings people and ideas together. The Library’s primary goal is to provide access to high quality services for children, teens, and adults, and to provide collections that meet the variety of educational, recreational, and cultural information needs of the community. Countywide Library Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $34,856,000 Financing: 34,856,000 Net Fund Cost: 0 Funding Sources: Property Taxes 88.5% $30,829,000 Intergovernmental 10.4% 3,631,298 State 0.6% 224,330 Fees 0.2% 74,000 Other 0.3% 97,372 FTE: 200.7 Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 151 Library Administration and Support Services Budget County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 7,279,885 9,108,413 9,340,507 9,340,507 0 Services And Supplies 4,459,785 7,010,214 3,497,116 3,497,116 0 Other Charges 1,530,786 1,721,149 1,400,610 1,400,610 0 Fixed Assets 148,582 380,040 300,000 300,000 0 Expenditure Transfers 45,443 47,443 46,665 46,665 0 Expense Total 13,464,481 18,267,259 14,584,898 14,584,898 0 Revenue Other Local Revenue 559,377 587,335 265,898 265,898 0 State Assistance 125,466 76,000 74,000 74,000 0 Revenue Total 684,843 663,335 339,898 339,898 0 Net Fund Cost (NFC): 12,779,638 17,603,924 14,245,000 14,245,000 0 Allocated Positions (FTE) 60.4 60.8 60.8 60.8 0.0 Financial Indicators Salaries as % of Total Exp 54% 50% 64% 64% % Change in Total Exp 36% (20%) 0% % Change in Total Rev (3%) (49%) 0% % Change in NFC 38% (19%) 0% Compensation Information Permanent Salaries 3,819,838 5,141,861 5,480,092 5,480,092 0 Temporary Salaries 66,712 112,531 151,680 151,680 0 Permanent Overtime 26,335 14,200 14,200 14,200 0 Deferred Comp 35,759 52,800 52,560 52,560 0 Comp & SDI Recoveries (2,851) 0 0 0 0 FICA/Medicare 286,581 362,274 383,744 383,744 0 Ret Exp-Pre 97 Retirees 12,085 12,181 12,181 12,181 0 Retirement Expense 1,174,010 1,402,417 1,391,966 1,391,966 0 Employee Group Insurance 487,527 629,689 677,419 677,419 0 Retiree Health Insurance 790,185 793,649 764,592 764,592 0 OPEB Pre-Pay 461,930 461,930 337,936 337,936 0 Unemployment Insurance 8,692 2,161 2,293 2,293 0 Workers Comp Insurance 113,082 122,720 71,845 71,845 0 Library General Government 152 County of Contra Costa FY 2019-2020 Recommended Budget Library-Admin & Support Services Summary Service: Discretionary Level of Services: Discretionary Expenditures: $14,584,898 Financing: 339,898 Net Fund Cost: 14,245,000 Funding Sources: Property Taxes 97.6% $14,245,000 Intergovernmental 0.7% 100,450 State 0.5% 74,000 Fees 0.6% 82,800 Other 0.6% 82,648 FTE: 60.8 1.Library Administration Description: Includes Library Administration, Shipping, and Volunteer Program coordination. Library Administration plans, organizes and directs the operation of the County Library; provides leadership and management in budgetary, personnel, operational, and policy matters; plans for the future of the library with the Library Commission, City Councils, representatives of library communities, and staff; has responsibility for planning administration with communities for new buildings and facilities. Shipping receives all resources, furniture, and equipment delivered to the library and provides daily delivery of library resources to all library facilities. Volunteer services provide coordination for recruitment, training, and retention to meet community interest in public service. Library Administration Service: Discretionary Level of Services: Discretionary Expenditures: $7,469,704 Financing: 63,648 Net Fund Cost: 7,406,056 Funding Sources: Property Taxes 99.1% $7,406,056 Other 0.9% 63,648 FTE: 23.6 2.Support Services Description: Includes Automation, Virtual Library Services, Circulation Services, Technical Services and Collection Management. Automation provides planning and operations for the Integrated Library System, all information technology, hardware, software, and desktop support, new technologies, Internet services and the Wide Area Network linking all local library locations. The Virtual Library is responsible for the library’s web presence and Intranet; creates and maintains online services through the library website, and centralized reference services, including toll-free telephone and online reference service, Live Chat (live interactive chat reference help with librarians for government information), government documents, and periodicals; develops and implements new technologies in support of library strategic goals and initiatives. Circulation Services provides management support for the lending of library materials, patron accounts, and inter-library loan of library materials. Technical Services provides for catalog and database maintenance, and processing of materials. Collection Management provides for selection, acquisition, and fund accounting of library materials. Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 153 Support Services Service: Discretionary Level of Services: Discretionary Expenditures: $5,207,507 Financing: 28,050 Net Fund Cost: 5,179,457 Funding Sources: Property Taxes 99.4% $5,179,457 Intergovernmental 0.5% 26,250 Fees 0.1% 1,800 FTE: 25.2 3.Countywide Services Description: Includes Public Services Administration, Centralized County Library Services, Literacy Services, the Wilruss Children’s Library Fund, and services to children and teens currently in the custody of County Probation Department Juvenile Facilities. These services either provide direct customer services countywide or provide support to the community libraries, including program support in adult, young adult, and youth areas. Public Services Administration provides overall leadership, management, and support for the community library operations. Centralized County Library Services are those services that directly serve library customers countywide or that support community library services and operations. Literacy Services administers the library’s literacy program Project Second Chance. The Wilruss Children’s Library Trust Fund provides for the design and maintenance of programs that promote literacy and a lifelong love of books and reading in socially and economically disadvantaged areas of Contra Costa County. Library services are provided at the Betty Fransden Library at Juvenile Hall and the Lesher Library at Orin Allen Youth Rehabilitation Facility to provide access to reading materials and computers for the young people housed there. Countywide Services Service: Discretionary Level of Services: Discretionary Expenditures: $1,907,688 Financing: 248,200 Net Fund Cost: 1,659,488 Funding Sources: Property Taxes 87.0% $1,659,488 Intergovernmental 3.9% 74,200 State 3.9% 74,000 Fees 4.2% 81,000 Other 1.0% 19,000 FTE: 12.0 Library General Government 154 County of Contra Costa FY 2019-2020 Recommended Budget Library-Community Services County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 12,782,333 15,519,999 16,136,002 16,136,002 0 Services And Supplies 1,445,624 4,072,506 2,887,713 2,887,713 0 Other Charges 1,347,115 4,222,071 1,247,387 1,247,387 0 Fixed Assets 0 100,000 0 0 0 Expense Total 15,575,071 23,914,576 20,271,102 20,271,102 0 Revenue Other Local Revenue 3,409,071 3,200,435 3,687,102 3,687,102 0 Revenue Total 3,409,071 3,200,435 3,687,102 3,687,102 0 Net Fund Cost (NFC): 12,166,000 20,714,141 16,584,000 16,584,000 0 Allocated Positions (FTE) 137.4 139.9 139.9 139.9 0.0 Financial Indicators Salaries as % of Total Exp 82% 65% 80% 80% % Change in Total Exp 54% (15%) 0% % Change in Total Rev (6%) 15% 0% % Change in NFC 70% (20%) 0% Compensation Information Permanent Salaries 7,495,664 9,055,228 9,291,447 9,291,447 0 Temporary Salaries 1,102,196 1,533,760 1,565,183 1,565,183 0 Permanent Overtime 104,361 38,100 38,100 38,100 0 Deferred Comp 75,871 113,676 145,260 145,260 0 FICA/Medicare 645,852 827,635 851,533 851,533 0 Ret Exp-Pre 97 Retirees 20,790 23,882 23,882 23,882 0 Retirement Expense 2,022,148 2,441,278 2,367,274 2,367,274 0 Employee Group Insurance 1,044,711 1,255,361 1,719,676 1,719,676 0 Unemployment Insurance 19,317 3,998 4,075 4,075 0 Workers Comp Insurance 251,423 227,082 129,572 129,572 0 Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 155 Description: Includes the provision of community library services through 26 County Library facilities in five regions. These community library services include public services, materials collections, and programs that are tailored specifically for each community. Library-Community Services Summary Service: Discretionary Level of Services: Discretionary Expenditures: $20,271,102 Financing: 3,687,102 Net Fund Cost: 16,584,000 Funding Sources: Property Taxes 81.8% $16,584,000 Intergovernmental 17.4% 3,530,848 Fees 0.7% 141,530 Other 0.1% 14,724 FTE: 139.9 Library General Government 156 County of Contra Costa FY 2019-2020 Recommended Budget Revenue – County Library Taxes County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Revenue Other Local Revenue 28,507,164 28,941,914 30,829,000 30,829,000 0 Federal Assistance 192 0 0 0 0 State Assistance 195,055 0 0 0 0 Revenue Total 28,702,411 28,941,914 30,829,000 30,829,000 0 Net Fund Cost (NFC): (28,702,411) (28,941,914) (30,829,000) (30,829,000) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp % Change in Total Rev 1% 7% 0% % Change in NFC 1% 7% 0% Description: The Library Fund receives an apportionment, in accordance with State law, of approximately 1.5% of the countywide 1% property tax revenue. Revenue – County Library Taxes Service: Mandatory Level of Service: Mandatory Expenditures: $ 0 Financing: 30,829,000 Net Fund Cost: (30,829,000) Funding Sources: Property Taxes 100.0% $30,829,000 Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 157 Other Funds Casey Library Gift Description: The Casey Library Gift Trust was established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library, also known as the Thurman G. Casey Memorial Library. Casey Library Gift Service: Discretionary Level of Service: Discretionary Expenditures: $500 Financing: 500 Net Fund Cost: 0 Funding Sources: Other 100.0% $500 Fund 120700 CAO’s Recommendation The Contra Costa County Library serves communities through 26 libraries located across the County. The County provides a base service level of 35 hours per week at most branches. Cities have the option of funding additional operating hours over the base level provided by the County. Library services include rich collections to meet reading and research needs, knowledgeable and welcoming staff, vibrant programs such as children’s storytimes, wireless access to high-speed internet for personal computing devices, public computers with a variety of personal computing programs, and quiet study space or meeting rooms. Baseline costs for salaries and benefits are increased over the current year budget by $848,097 due to cost of living increases, retirement costs, and an increase to staffing. In FY 2018-19, full-time equivalent (FTE) staffing was increased by 2.9 for a total of 200.7 FTEs to stabilize library staffing and improve customer service, with no change to the maximum hours of library operation. Baseline services and supplies are reduced by $4,697,891 due to the elimination of appropriations for one-time purchases in FY 2018-19 of equipment, computers and materials, and costs associated with the opening of the Brentwood Library. Baseline costs for other charges are reduced by $3,295,223 due to the elimination of one-time charges for building maintenance and the relocation of Library Administration, and costs associated with the El Sobrante Library fire. Fixed Assets decreased by $180,040 to account for shipping trucks that were purchased in current year. The Library relies primarily on property tax revenue to fund services. The Baseline Budget assumes an increase of 5% in property tax revenue, which, along with city contributions and grant funding, will enable the Library to absorb increases to salaries and benefits costs and maintain a structurally balanced budget. The FY 2019-20 budget is recommended at the Baseline level, which will permit the Library to continue current operations, and innovate new programs to promote public service. Library General Government 158 County of Contra Costa FY 2019-2020 Recommended Budget Performance Measurement Library Visits: Library visits have decreased an average of 4.8% annually, from 4,068,722 visits in FY 2012-13 to 3,085,509 visits in FY 2017-18. Items Circulated The number of items circulated has decreased an average of 6.0% annually, from 7,222,059 in FY 2012-13 to 5,495,379 in FY 2017-18. Annual Hours Open: The Library’s annual open hours have increased from 53,895 in FY 2012-13 to 55,614 in FY 2017-18. Facility Improvements: o The groundbreaking ceremony for a new Brentwood Library was in October 2016, with the grand opening date taking place September 29, 2018; o The El Sobrante Library was damaged by a fire February 2018 resulting in an unanticipated remodel of the facility. The department has taken the opportunity to rethink the interiors of the building, dedicating a new teen space, enlarging the children’s area, adding more natural light and orienting the meeting room to the exterior landscaping; construction is expected to be completed in late spring 2019, with reopening to the public in early summer 2019; o The County, in partnership with the city of Pleasant Hill, continues to plan and design the new Pleasant Hill Library, which is projected to open in spring 2021; o The City of Concord has completed upgrades to the public and staff restrooms and will replace the sliding glass doors at the entrance to the Concord Library in spring 2019; o The City of El Cerrito has elected to open the El Cerrito Library 15 additional hours per week for a total of 50 hours including Sundays. A celebration of the new hours was held in September 2018. The City of Pinole has agreed to contribute to the maintenance costs for the Pinole Library in exchange for 35 hours of library service. The department is actively meeting with the cities of Walnut Creek and Antioch about the possible conveyance of the Ygnacio and Antioch Libraries. A new agreement with the City of San Pablo was fully executed. Terms of a draft agreement with the City of Brentwood are under discussion. A draft agreement for the City of Orinda and revised agreements with the cities of San Pablo and San Ramon are in process. A new agreement for County-owned library facilities located in the cities of Antioch, Pinole and Walnut Creek will be drafted in spring 2019. The City of El Cerrito has a new city manager, and early discussions of the ongoing need to replace the current library facility have begun; meanwhile, the El Cerrito Library Foundation has expressed interest in funding minor interior improvements. The Library identified overdue fines on materials as the single highest barrier to the use of libraries and library services. Effective January 2019, the Board of Supervisors authorized the elimination of library fines and the waiver of uncollectible debt dating back to 1995 for all library patron accounts. The Library has begun executing the system-wide marketing and communication plan. The Reader’s Initiative was launched in January 2019 with a year-long reading challenge. An ongoing campaign to reach active and inactive library cardholders to welcome them back to the library was also launched in January 2019. The 2018 Summer Reading Program featured a wide variety of programs, information and entertainment for all ages and offered, for the first time, a way for all ages to participate entirely online to earn badges and complete online challenges. In response to library user needs, the Library continues to update its online and downloadable resources. The department purchased a new subscription to Kanopy for online streaming of films, and added the NY Times online through a State Library-funded program. Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 159 The department has contracted with a consultant to assess the user experience at six libraries throughout the county and make recommendations for improvements to interior spaces. In FY 2019-20, the Library will develop a facility assessment and space planning document for all Contra Costa County Libraries in alignment with the goals set in the Library Strategic Plan. The 2018 Lunch at the Library program was very successful. The library served 6,218 lunches and snacks to children during the summer at nine library locations. Administrative and Program Goals Continue to implement the Library’s Strategic Plan. Continue to coordinate with cities regarding the approval of Library Lease Agreements in order to transfer ownership and fiscal responsibility for facilities to the cities, contributing to the County’s goal of fiscal health. Finalize and plan the implementation of a facility assessment document and a technology assessment document for all Contra Costa County Libraries in alignment with the goal set in the Strategic Plan. Continue to work with the City of Pleasant Hill to plan, design and construct a new library facility. Complete the design and implementation of the new integrated library website and public-facing catalog. Continue to review library staffing to maximize services during open hours for the public. Analysis of measureable and quantifiable data are used to justify hours of operation, staffing levels and security enhancements. Continue the popular Lunch at the Library Program, providing lunch and snacks to children during the summer. In collaboration with State and local school districts, this community asset allows children to have food security during non- school sessions while also incorporating library programming and reading activities. Library General Government 160 County of Contra Costa FY 2019-2020 Recommended Budget Public Works Brian Balbas, Director General Government County of Contra Costa FY 2019-2020 Recommended Budget 161 Public Works General Fund Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 53,560,577 66,095,374 70,997,783 71,347,970 350,187 Services And Supplies 105,862,596 98,601,810 107,450,992 107,450,992 0 Other Charges 40,993,906 42,176,000 40,029,719 40,029,719 0 Fixed Assets 961,111 190,000 470,000 470,000 0 Expenditure Transfers (85,354,289) (85,671,655) (94,224,920) (94,303,105) (78,185) Expense Total 116,023,900 121,391,529 124,723,574 124,995,576 272,002 Revenue Other Local Revenue 89,122,226 93,142,812 97,614,574 97,886,576 272,002 Federal Assistance 285,362 459,000 109,000 109,000 0 Revenue Total 89,407,589 93,601,812 97,723,574 97,995,576 272,002 Net County Cost (NCC): 26,616,311 27,789,717 27,000,000 27,000,000 0 Allocated Positions (FTE) 489.8 504.8 504.8 507.8 3.0 Financial Indicators Salaries as % of Total Exp 46% 54% 57% 57% % Change in Total Exp 5% 3% 0% % Change in Total Rev 5% 4% 0% % Change in NCC 4% (3%) 0% Compensation Information Permanent Salaries 28,950,802 38,110,366 39,767,189 39,974,978 207,789 Temporary Salaries 676,812 912,808 971,000 971,000 0 Permanent Overtime 1,534,589 1,276,023 1,635,575 1,635,575 0 Deferred Comp 264,085 439,740 524,040 529,440 5,400 Comp & SDI Recoveries (126,296) (247,610) (145,421) (145,421) 0 FICA/Medicare 2,291,671 2,887,544 3,028,396 3,044,374 15,978 Ret Exp-Pre 97 Retirees 94,063 121,951 121,551 121,551 0 Retirement Expense 9,129,372 11,713,913 11,934,810 11,998,808 63,998 Excess Retirement 3,767 0 3,800 3,800 0 Employee Group Insurance 4,592,310 6,334,616 7,471,450 7,519,101 47,651 Retiree Health Insurance 2,708,740 2,766,696 2,745,019 2,745,019 0 OPEB Pre-Pay 1,503,422 1,505,682 1,146,057 1,146,057 0 Unemployment Insurance 68,875 18,684 19,981 20,085 104 Workers Comp Insurance 1,868,365 254,961 1,774,336 1,783,603 9,267 Public Works General Government 162 County of Contra Costa FY 2019-2020 Recommended Budget General Fund Description The table on the previous page represents information in aggregate summarizing expenditures, revenues, and net County cost for 10 General Fund budget units administered by the Public Works Department. Included are data for the following budget units: 0650 – Public Works 0330 – Co. Drainage Maintenance 0079 – Facilities Maintenance 0063 – Fleet Services 0077 – General County Building Occupancy 0078 – GSD – Outside Agencies Services 0473 – Keller Surcharge/Mitigation Program 0148 – Print & Mail Services 0020 – Purchasing 0661 – Road Construction The tables that follow will present budget information for the General Fund, Road Fund, Airport Enterprise Fund, and various Special Revenue funds including Area of Benefit and Road Development Fees. The budgets for Special Districts managed by Public Works and the Flood Control District are in a separate document. Major Department Responsibilities The mission of the Public Works Department is to plan, design, construct and maintain safe, effective, and efficient transportation systems, drainage systems and recreational facilities in the County as well as provide high quality, responsive and cost effective services pertaining to facilities, fleet services, print and mail, and purchasing to County departments, other agencies, and the public. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 163 Public Works General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 30,198,940 38,474,468 40,326,014 40,598,016 272,002 Services And Supplies 11,801,134 9,994,099 11,931,267 11,931,267 0 Other Charges 820 9,450 2,500 2,500 0 Fixed Assets 85,662 80,000 75,000 75,000 0 Expenditure Transfers (6,650,316) (7,389,417) (9,446,494) (9,446,494) 0 Expense Total 35,436,241 41,168,600 42,888,287 43,160,289 272,002 Revenue Other Local Revenue 34,270,009 39,596,202 41,713,287 41,985,289 272,002 Federal Assistance (475) 0 0 0 0 Revenue Total 34,269,534 39,596,202 41,713,287 41,985,289 272,002 Net County Cost (NCC): 1,166,707 1,572,398 1,175,000 1,175,000 0 Allocated Positions (FTE) 270.8 276.8 276.8 278.8 2.0 Financial Indicators Salaries as % of Total Exp 85% 93% 94% 94% % Change in Total Exp 16% 4% 1% % Change in Total Rev 16% 5% 1% % Change in NCC 35% (25%) 0% Compensation Information Permanent Salaries 17,014,982 22,784,057 23,439,005 23,604,465 165,460 Temporary Salaries 115,656 322,500 221,000 221,000 0 Permanent Overtime 138,369 148,000 152,500 152,500 0 Deferred Comp 163,841 268,620 323,340 326,940 3,600 Comp & SDI Recoveries (101,583) (175,000) (106,200) (106,200) 0 FICA/Medicare 1,259,822 1,715,080 1,771,982 1,784,705 12,723 Ret Exp-Pre 97 Retirees 56,736 85,000 84,600 84,600 0 Retirement Expense 5,492,531 7,096,779 7,142,094 7,193,055 50,961 Excess Retirement 3,767 0 3,800 3,800 0 Employee Group Insurance 2,496,623 3,569,814 4,065,704 4,097,500 31,796 Retiree Health Insurance 1,487,558 1,514,807 1,543,807 1,543,807 0 OPEB Pre-Pay 979,351 981,611 628,050 628,050 0 Unemployment Insurance 38,139 11,014 11,763 11,846 83 Workers Comp Insurance 1,053,148 152,185 1,044,569 1,051,948 7,379 Public Works General Government 164 County of Contra Costa FY 2019-2020 Recommended Budget Description: Public Works (budget unit 0650) is the main operating department for the Public Works Agency. It contains the operating costs, including salaries and benefits, for the divisions of Administration, Real Property, Engineering, Transportation, Permits, Mapping, Flood Control, Maintenance, and Construction. Costs are recovered through charge-outs to operating divisions. The general fund support is specific to the Land Surveyor function ($100,000), Special Districts Administration ($200,000), local matching funds for Special Districts grants ($300,000) and County Roads Maintenance of Effort ($575,000). Public Works Summary Service: Mandatory Level of Service: Discretionary Expenditures: $52,606,783 Financing: 51,431,783 Net County Cost: 1,175,000 Funding Sources: Reimb Gov/Gov 77.7% 40,876,189 Transfers 18.0% 9,446,494 Charges for Svc 1.7% 898,000 Miscellaneous 0.4% 211,100 General Fund 2.2% 1,175,000 FTE: 278.8 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 165 County Drainage Maintenance General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 547,345 686,468 709,968 709,968 0 Other Charges 32 32 32 32 0 Expenditure Transfers 17,744 33,500 20,000 20,000 0 Expense Total 565,121 720,000 730,000 730,000 0 Revenue Other Local Revenue 45,418 20,000 30,000 30,000 0 Revenue Total 45,418 20,000 30,000 30,000 0 Net County Cost (NCC): 519,703 700,000 700,000 700,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 27% 1% 0% % Change in Total Rev (56%) 50% 0% % Change in NCC 35% 0% 0% Description: County Drainage Maintenance (budget unit 0330) provides drainage maintenance for County owned drainage facilities in the unincorporated areas. County Drainage Maintenance Summary Service: Mandatory Level of Service: Discretionary Expenditures: $730,000 Financing: 30,000 Net County Cost: 700,000 Funding Sources: Reimbursement Gov/Gov 4.1% $30,000 General Fund 95.9% 700,000 Public Works General Government 166 County of Contra Costa FY 2019-2020 Recommended Budget Facilities Maintenance General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 20,600,421 24,659,082 27,545,460 27,545,460 0 Services And Supplies 63,731,322 56,860,767 64,244,103 64,244,103 0 Other Charges 40,992,054 40,626,518 39,187,187 39,187,187 0 Fixed Assets 523,220 110,000 345,000 345,000 0 Expenditure Transfers (74,887,071) (74,538,875) (80,708,555) (80,708,555) 0 Expense Total 50,959,947 47,717,492 50,613,195 50,613,195 0 Revenue Other Local Revenue 50,888,747 47,707,493 50,613,195 50,613,195 0 Revenue Total 50,888,747 47,707,493 50,613,195 50,613,195 0 Net County Cost (NCC): 71,200 9,999 0 0 0 Allocated Positions (FTE) 192.0 200.0 200.0 200.0 0.0 Financial Indicators Salaries as % of Total Exp 40% 52% 54% 54% % Change in Total Exp (6%) 6% 0% % Change in Total Rev (6%) 6% 0% % Change in NCC (86%) (100%) 0% Compensation Information Permanent Salaries 10,418,933 13,655,351 14,585,460 14,585,460 0 Temporary Salaries 524,078 498,724 695,000 695,000 0 Permanent Overtime 1,389,604 1,125,173 1,479,225 1,479,225 0 Deferred Comp 74,644 140,580 169,380 169,380 0 Comp & SDI Recoveries (24,713) (72,610) (39,221) (39,221) 0 FICA/Medicare 915,469 1,044,666 1,122,218 1,122,218 0 Ret Exp-Pre 97 Retirees 32,443 33,178 33,178 33,178 0 Retirement Expense 3,160,646 4,105,540 4,280,779 4,280,779 0 Employee Group Insurance 1,792,337 2,433,512 2,997,645 2,997,645 0 Retiree Health Insurance 1,108,355 1,138,915 1,090,652 1,090,652 0 OPEB Pre-Pay 457,635 457,635 471,922 471,922 0 Unemployment Insurance 27,241 6,835 7,341 7,341 0 Workers Comp Insurance 723,749 91,583 651,881 651,881 0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 167 Description: Facilities Maintenance (budget unit 0079) provides capital project management, real estate services, and maintenance and repairs for County owned and leased buildings (including 24-hour services at Contra Costa Regional Medical Center and Sheriff Detention facilities). Services include custodial, stationary engineers, skilled crafts, project and property management, and related equipment and supplies, including traffic signal maintenance for the County, 10 contract cities and the California Department of Transportation Facilities Maintenance Summary Service: Discretionary Level of Service: Discretionary Expenditures: $131,321,750 Financing: 131,321,750 Net County Cost: 0 Funding Sources: Fees 38.5% $50,613,195 Transfers 61.5% 80,708,555 FTE: 200.0 Public Works General Government 168 County of Contra Costa FY 2019-2020 Recommended Budget Fleet Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Other Charges 0 540,000 540,000 540,000 0 Expense Total 0 540,000 540,000 540,000 0 Revenue Other Local Revenue 528,266 540,000 540,000 540,000 0 Revenue Total 528,266 540,000 540,000 540,000 0 Net County Cost (NCC): (528,266) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 100% 0% 0% % Change in Total Rev 2% 0% 0% % Change in NCC (100%) 0% 0% Description: Fleet Services (budget unit 0063) contains the General Fund depreciation expenses for Fleet operations. All salary and benefit costs, vehicle replacement, maintenance and repair costs are budgeted in the Fleet Services-Internal Service Fund, budget unit 0064 (Fund 150100). Fleet Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $540,000 Financing: 540,000 Net County Cost:0 Funding Sources: Fees Transfers 100.0% $540,000 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 169 General County Building Occupancy General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 24,748,596 23,822,619 23,851,843 23,851,843 0 Fixed Assets 352,228 0 0 0 0 Expenditure Transfers 187,305 657,639 451,180 451,180 0 Expense Total 25,288,129 24,480,258 24,303,023 24,303,023 0 Revenue Other Local Revenue 448,819 156,200 152,023 152,023 0 Revenue Total 448,819 156,200 152,023 152,023 0 Net County Cost (NCC): 24,839,309 24,324,058 24,151,000 24,151,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (3%) (1%) 0% % Change in Total Rev (65%) (3%) 0% % Change in NCC (2%) (1%) 0% Description: General County Building Maintenance (budget unit 0077) funds general funded buildings maintenance, utilities, insurance and debt services for County properties and departments. General County Building Occupancy Summary Service: Discretionary Level of Service: Discretionary Expenditures: $24,303,023 Financing: 152,023 Net County Cost: 24,151,000 Funding Sources: Fees 0.6% $152,023 General Fund 99.4% 24,151,000 Public Works General Government 170 County of Contra Costa FY 2019-2020 Recommended Budget Outside Agency Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 552,338 569,469 609,597 609,597 0 Expenditure Transfers 168,460 164,512 172,860 172,860 0 Expense Total 720,798 733,981 782,457 782,457 0 Revenue Other Local Revenue 730,947 722,264 782,457 782,457 0 Revenue Total 730,947 722,264 782,457 782,457 0 Net County Cost (NCC): (10,149) 11,717 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 2% 7% 0% % Change in Total Rev (1%) 8% 0% % Change in NCC (215%) (100%) 0% Description: Outside Agency Services (budget unit 0078) reflects costs to provide services to outside agencies (including Superior Court) plus offsetting revenue. These costs include occupancy costs, print and mail services, and fleet services. Outside Agency Services Service: Discretionary Level of Service: Discretionary Expenditures: $782,457 Financing: 782,457 Net County Cost: 0 Funding Sources: Fees 100.0% $782,457 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 171 Keller Surcharge/Mitigation Program General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 378,767 397,546 413,000 413,000 0 Expenditure Transfers (25,000) (25,000) (50,000) (50,000) 0 Expense Total 353,767 372,546 363,000 363,000 0 Revenue Other Local Revenue 61,221 80,000 70,000 70,000 0 Revenue Total 61,221 80,000 70,000 70,000 0 Net County Cost (NCC): 292,546 292,546 293,000 293,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 5% (3%) 0% % Change in Total Rev 31% (13%) 0% % Change in NCC 0% 0% 0% Description: The Keller Surcharge/Mitigation Program (budget unit 0473) was established to implement Board of Supervisors policy on reducing solid waste from sanitary landfills through resource recovery, materials management and recycling services. Keller Surcharge/Mitigation Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $413,000 Financing: 120,000 Net County Cost: 293,000 Funding Sources: Fees Charged 17.0% $70,000 Transfers 12.1% 50,000 General Fund 70.9% 293,000 Public Works General Government 172 County of Contra Costa FY 2019-2020 Recommended Budget Print and Mail Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,984,411 2,064,374 2,175,932 2,254,117 78,185 Services And Supplies 2,906,357 3,432,810 3,251,668 3,251,668 0 Fixed Assets 0 0 50,000 50,000 0 Expenditure Transfers (4,127,293) (4,386,434) (4,565,850) (4,644,035) (78,185) Expense Total 763,476 1,110,750 911,750 911,750 0 Revenue Other Local Revenue 965,181 912,750 911,750 911,750 0 Revenue Total 965,181 912,750 911,750 911,750 0 Net County Cost (NCC): (201,706) 198,000 (0) (0) 0 Allocated Positions (FTE) 21.0 21.0 21.0 22.0 1.0 Financial Indicators Salaries as % of Total Exp 260% 186% 239% 247% % Change in Total Exp 45% (18%) 0% % Change in Total Rev (5%) (0%) 0% % Change in NCC (198%) (100%) 0% Compensation Information Permanent Salaries 1,065,386 1,132,167 1,187,433 1,229,762 42,329 Temporary Salaries 37,079 91,584 55,000 55,000 0 Permanent Overtime 6,616 2,850 3,850 3,850 0 Deferred Comp 19,110 19,260 19,260 21,060 1,800 FICA/Medicare 82,856 86,611 91,489 94,744 3,255 Ret Exp-Pre 97 Retirees 3,415 3,773 3,773 3,773 0 Retirement Expense 333,211 345,708 347,629 360,666 13,037 Employee Group Insurance 225,773 229,674 284,973 300,828 15,855 Retiree Health Insurance 93,851 94,974 91,060 91,060 0 OPEB Pre-Pay 49,621 49,621 37,768 37,768 0 Unemployment Insurance 2,484 566 598 619 21 Workers Comp Insurance 65,011 7,586 53,099 54,987 1,888 Description: Print and Mail Services (budget unit 0148) provides copy, printing, graphic design, bindery and duplicating services, U.S. Mail processing and interoffice mail delivery, and supplies, business forms, and documents to County departments and other governmental agencies. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 173 Print & Mail Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,555,785 Financing: 5,555,785 Net County Cost: 0 Funding Sources: Fees Charged 16.4% $911,750 Transfers 83.6% 4,644,035 FTE: 22.0 Public Works General Government 174 County of Contra Costa FY 2019-2020 Recommended Budget Purchasing General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 776,805 897,451 950,377 950,377 0 Services And Supplies 200,083 336,032 312,546 312,546 0 Expenditure Transfers (186,363) (187,580) (198,061) (198,061) 0 Expense Total 790,525 1,045,903 1,064,862 1,064,862 0 Revenue Other Local Revenue 323,559 364,903 383,862 383,862 0 Revenue Total 323,559 364,903 383,862 383,862 0 Net County Cost (NCC): 466,967 681,000 681,000 681,000 0 Allocated Positions (FTE) 6.0 7.0 7.0 7.0 0.0 Financial Indicators Salaries as % of Total Exp 98% 86% 89% 89% % Change in Total Exp 32% 2% 0% % Change in Total Rev 13% 5% 0% % Change in NCC 46% 0% 0% Compensation Information Permanent Salaries 451,501 538,791 555,291 555,291 0 Deferred Comp 6,490 11,280 12,060 12,060 0 FICA/Medicare 33,524 41,188 42,707 42,707 0 Ret Exp-Pre 97 Retirees 1,469 0 0 0 0 Retirement Expense 142,984 165,886 164,308 164,308 0 Employee Group Insurance 77,577 101,615 123,127 123,127 0 Retiree Health Insurance 18,976 18,000 19,500 19,500 0 OPEB Pre-Pay 16,815 16,815 8,317 8,317 0 Unemployment Insurance 1,010 269 279 279 0 Workers Comp Insurance 26,458 3,607 24,787 24,787 0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 175 Description: Purchasing (budget unit 0020) provides a program of centralized purchasing of goods, equipment and services for the County and other local agencies. Purchasing & Materials Mgmt Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,262,923 Financing: 581,923 Net County Cost: 681,000 Funding Sources: Fees Charged 24.1% $303,862 Rebates 6.3% 80,000 Transfers 15.7% 198,061 General Fund 53.9% 681,000 FTE: 7.0 Public Works General Government 176 County of Contra Costa FY 2019-2020 Recommended Budget Road Construction General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 996,654 2,502,000 2,127,000 2,127,000 0 Other Charges 1,000 1,000,000 300,000 300,000 0 Expenditure Transfers 148,243 0 100,000 100,000 0 Expense Total 1,145,898 3,502,000 2,527,000 2,527,000 0 Revenue Other Local Revenue 860,060 3,043,000 2,418,000 2,418,000 0 Federal Assistance 285,837 459,000 109,000 109,000 0 Revenue Total 1,145,898 3,502,000 2,527,000 2,527,000 0 Net County Cost (NCC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 206% (28%) 0% % Change in Total Rev 206% (28%) 0% % Change in NCC (100%) 0% 0% Description: Road Construction (budget unit 0661) includes road construction projects funded by other governmental agencies including Contra Costa Transportation Authority for Highway 4 and the State Route 4 Bypass Authority. Road Construction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,527,000 Financing: 2,527,000 Net County Cost: 0 Funding Sources: Federal 4.3% $109,000 Local Revenue 95.7% 2,418,000 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 177 Fleet Services Internal Service Fund Summary Fleet Internal Service Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,226,419 2,595,927 2,796,385 2,796,385 0 Services And Supplies 8,557,620 7,463,989 7,960,058 7,960,058 0 Other Charges 3,716,009 3,546,206 3,307,081 3,307,081 0 Fixed Assets 0 3,743,668 3,750,000 3,750,000 0 Expenditure Transfers (1,391,813) (1,443,878) (1,353,155) (1,353,155) 0 Expense Total 13,108,235 15,905,912 16,460,369 16,460,369 0 Revenue Other Local Revenue 13,786,066 15,905,912 16,460,369 16,460,369 0 Revenue Total 13,786,066 15,905,912 16,460,369 16,460,369 0 Net Fund Cost (NFC): (677,831) 0 0 0 0 Allocated Positions (FTE) 21.0 21.0 21.0 21.0 0.0 Financial Indicators Salaries as % of Total Exp 17% 16% 17% 17% % Change in Total Exp 21% 3% 0% % Change in Total Rev 15% 3% 0% % Change in NCC (100%) (115%) 0% Compensation Information Permanent Salaries 1,168,847 1,475,158 1,550,602 1,550,602 0 Temporary Salaries 5,932 10,000 10,000 10,000 0 Permanent Overtime 103,005 60,000 100,000 100,000 0 Deferred Comp 21,611 28,020 28,020 28,020 0 Comp & SDI Recoveries (93) 0 0 0 0 Vacation/Sick Leave Accrual 6,419 0 0 0 0 FICA/Medicare 97,423 112,850 119,239 119,239 0 Ret Exp-Pre 97 Retirees 3,531 4,525 4,525 4,525 0 Retirement Expense 345,942 439,297 439,257 439,257 0 Employee Group Insurance 218,472 281,650 331,889 331,889 0 Retiree Health Insurance 101,312 97,535 100,000 100,000 0 OPEB Pre-Pay 76,272 76,272 42,868 42,868 0 Unemployment Insurance 2,868 738 779 779 0 Workers Comp Insurance 74,878 9,884 69,205 69,205 0 Public Works General Government 178 County of Contra Costa FY 2019-2020 Recommended Budget Description: Fleet Services (budget unit 0064) provides maintenance, repair, acquisition, and management of the County’s fleet of vehicles and equipment. Fleet Services ISF Summary Service: Discretionary Level of Service: Discretionary Expenditures: $17,813,524 Financing: 17,813,524 Net Fund Cost:0 Funding Sources: Fees Charged 92.4% $16,460,369 Transfers 7.6% 1,353,155 FTE: 21.0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 179 Road Fund Summary Road Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 26,546,822 25,972,678 42,500,800 42,500,800 0 Other Charges 2,513,956 2,810,241 2,788,500 2,788,500 0 Fixed Assets 310,773 1,000,000 845,000 845,000 0 Expenditure Transfers 20,955,490 21,039,029 27,275,277 27,275,277 0 Expense Total 50,327,040 50,821,948 73,409,577 73,409,577 0 Revenue Other Local Revenue 14,873,263 13,021,702 16,619,443 16,619,443 0 Federal Assistance 5,635,029 7,248,258 17,420,134 17,420,134 0 State Assistance 24,426,913 35,527,959 39,370,014 39,370,014 0 Revenue Total 44,935,205 55,797,919 73,409,591 73,409,591 0 Net Fund Cost (NFC): 5,391,836 (4,975,971) (14) (14) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 1% 44% 0% % Change in Total Rev 24% 32% 0% % Change in NCC (192%) (100%) 0% Road Fund Description This table represents information in aggregate format summarizing expenditures, revenues, and Net Fund Cost for five Road Fund budget units (fund 110800) administered by the Public Works Department. The following budget units are included: 0006 – General Road Fund Revenue 0662 – Road Construction 0672 – Road Maintenance 0674 – Miscellaneous Property 0676 – General Road Plan/Admin. Road Fund – Construction & General Road Planning/Administration Description: Develop plans for specific road projects, obtain financing and construct new roads or improve existing roads to facilitate safe, properly regulated traffic and pedestrian movements. This fund includes administration costs for various projects. Road Fund - Construction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $48,278,250 Financing: 33,003,250 Net Fund Cost: 15,275,000 Funding Sources: Federal Funding 35.7% $17,219,134 Misc Govt 9.8% 4,737,923 Misc. Road Svcs 22.8% 11,017,332 Charges for Svc & Miscellaneous 0.1% 28,861 Net Fund Cost 31.6% 15,275,000 Public Works General Government 180 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Property & Maintenance Description: Provide road maintenance for public roads, bridges, and road drainage facilities in the unincorporated County area. Preserve and maintain existing travel ways. Typical maintenance work includes sealing pavement, re-grading shoulders and traffic striping and signing. Road Fund - Maintenance Summary Service: Mandatory Level of Service: Discretionary Expenditures: $25,131,327 Financing: 1,031,327 Net Fund Cost: 24,100,000 Funding Sources: Charges for Svc 0.1% $15,000 Intergovernmental 0.8% 201,000 Miscellaneous 3.2% 815,327 Net Fund Cost 95.9% 24,100,000 Road Fund Revenue Description: Receives Highway Users Tax funding from State and other revenues to support road construction and maintenance. Road Fund Revenue Summary Service: Mandatory Level of Service: Discretionary Expenditures: $0 Financing: 39,375,014 Net Fund Cost: (39,375,014) Funding Sources: Interest Earnings 0.0% $5,000 Hwy Taxes 42.8% 16,833,343 Other State Rev. 57.2% 22,536,671 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 181 Public Works Land Development Land Development Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 185,657 301,100 201,100 201,100 0 Other Charges 78,720 35,000 60,000 60,000 0 Expenditure Transfers 2,983,782 2,820,001 3,000,000 3,000,000 0 Expense Total 3,248,159 3,156,101 3,261,100 3,261,100 0 Revenue Other Local Revenue 3,260,410 3,136,100 3,261,100 3,261,100 0 Revenue Total 3,260,410 3,136,100 3,261,100 3,261,100 0 Net Fund Cost (NFC): (12,251) 20,001 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (3%) 3% 0% % Change in Total Rev (4%) 4% 0% % Change in NCC (263%) (100%) 0% Description: This budget unit (budget unit 0651) provides engineering services and regulation of land development. Fees are received for encroachment permits, plan review and application review. Public Works Land Development Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,261,100 Financing: 3,261,100 Net Fund Cost: 0 Funding Sources: Development Fees 100.0% $3,261,100 Public Works General Government 182 County of Contra Costa FY 2019-2020 Recommended Budget Airport Enterprise Fund Summary Airport Enterprise Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,264,162 2,648,477 2,894,682 2,894,682 0 Services And Supplies 1,479,152 1,595,137 1,882,470 1,882,470 0 Other Charges 1,401,775 463,968 911,047 911,047 0 Fixed Assets (0) 2,015,500 4,498,816 4,498,816 0 Expenditure Transfers 195,476 179,700 233,200 233,200 0 Expense Total 5,340,566 6,902,782 10,420,215 10,420,215 0 Revenue Other Local Revenue 5,104,738 5,270,153 5,534,399 5,534,399 0 Federal Assistance 411,277 509,375 3,718,125 3,718,125 0 State Assistance 17,790 12,734 92,954 92,954 0 Revenue Total 5,533,805 5,792,262 9,345,478 9,345,478 0 Net Fund Cost (NFC): (193,239) 1,110,520 1,074,737 1,074,737 0 Allocated Positions (FTE) 17.0 17.0 17.0 17.0 0.0 Financial Indicators Salaries as % of Total Exp 42% 38% 28% 28% % Change in Total Exp 29% 51% 0% % Change in Total Rev 5% 61% 0% % Change in NCC (675%) (3%) 0% Compensation Information Permanent Salaries 1,084,681 1,350,038 1,450,946 1,450,946 0 Temporary Salaries 13,151 0 0 0 0 Permanent Overtime 93,268 48,000 48,000 48,000 0 Deferred Comp 14,130 18,480 20,280 20,280 0 Vacation/Sick Leave Accrual 28,714 25,000 25,000 25,000 0 FICA/Medicare 47,644 100,992 109,305 109,305 0 Ret Exp-Pre 97 Retirees 6,219 6,225 6,225 6,225 0 Retirement Expense 604,878 723,319 740,500 740,500 0 Employee Group Insurance 158,428 224,152 249,938 249,938 0 Retiree Health Insurance 124,231 129,051 125,165 125,165 0 OPEB Pre-Pay 13,500 13,500 53,851 53,851 0 Unemployment Insurance 2,657 675 729 729 0 Workers Comp Insurance 72,661 9,045 64,743 64,743 0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 183 Description: The fund is responsible for the operation and capital development of Buchanan and Byron Airports. The previous table represents data for the following budget units: 0841 – Airport Operations 0843 – Airport Fixed Assets 0844 – Mariposa Project Community Benefit Airports Summary Service: Discretionary Level of Service: Mandatory Expenditures: $10,420,215 Financing: 9,345,478 Net Fund Cost: 1,074,737 Funding Sources: Interest Earnings 0.3% $29,500 Aviation Ops. 89.4% 9,315,978 Fund Balance 10.3% 1,074,737 FTE: 17.0 Public Works General Government 184 County of Contra Costa FY 2019-2020 Recommended Budget Other Special Revenue Fund Summary Description: This program area includes four special revenue funds. Expenditures are offset by fees, rents collected, franchise fees and funds from the sale of property. Funding is generally restricted to use based on agreements. The budget units included are: 0120 – Plant Acquisition/Sans Crainte Drainage 0161 – Survey Monument Preservation 0660 – Bailey Rd Maintenance Surcharge 0664 – Walden Green Maintenance 0699 – Tosco/Solano Transportation Mitigation Other Special Revenue Fund Summary Service: Discretionary Level of Service: Mandatory Expenditures: $3,861,287 Financing: 616,466 Net Fund Cost: 3,244,821 Funding Sources: Licenses, Permits, Franchises 10.4% $403,000 Earnings on Invest. 3.3% 126,466 Charges for Svc 2.3% 87,000 Fund Balance 84.0% 3,244,821 Development Funds Description: This program area includes four special revenue funds that receive fees from permits and developers for construction and Conditions of Approval (COA). The funds are used in development and improvement projects within their same geographical area from which they were collected. The budget units included are: 0350 – CDD/PWD Joint Review Fee 0648 – Drainage Deficiency 0649 – Public Works/Land Development 0682 – Road Improvement Fee Development Funds Summary Service: Discretionary Level of Service: Mandatory Expenditures: $9,810,018 Financing: 7,193,000 Net Fund Cost: 2,617,018 Funding Sources: Licenses, Permits, Franchises 0.2% $21,000 State Aid 1.0% 100,000 Earnings on Invest. 6.5% 637,000 Charges for Svc 30.6% 3,000,000 Misc Revenue 35.0% 3,435,000 Fund Balance 26.7% 2,617,018 Southern Pacific Railway (SPRW) Description: The Iron Horse Corridor, formerly known as the Southern Pacific right of way is 18.5 miles long, traversing north-south in Central Contra Costa County. The northern terminus is Mayette Avenue in Concord and the southern terminus is the Alameda County line in San Ramon. The corridor varies in width from 30 to 100 feet and currently has a 10-foot wide, paved multi-use trail managed by the East Bay Regional Park District. Funds come from the sale of easements and license agreements and are used for maintenance of the corridor (i.e. mowing, tree trimming, and drainage). Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 185 SPRW Summary Service: Discretionary Level of Service: Mandatory Expenditures: $5,354,498 Financing: 798,622 Net Fund Cost: 4,555,876 Funding Sources: Investment earnings & real estate rental 14.7% $788,622 Misc Revenue 0.2% 10,000 Fund Balance 85.1% 4,555,876 Navy Transportation Mitigation Description: This program was established for the proceeds from the Navy for the sale of a portion of Port Chicago Highway. Money is expended per the Expenditure Plan adopted by the Board of Supervisors in June, 2008. Navy Transportation Mitigation Service: Discretionary Level of Service: Mandatory Expenditures: $5,302,260 Financing: 150,000 Net Fund Cost: 5,152,260 Funding Sources: Earnings on Invest. 2.8% $150,000 Fund Balance 97.2% 5,152,260 Area of Benefit Fees/Road Development Fees Description: This program area includes 16 special revenue funds that were established to assess fees on development so that future road projects would be funded in the geographical Area of Benefit. AOB/Development Fee Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1,917,338 Financing: 2,159,750 Net Fund Cost: (242,412) Funding Sources: Earnings on Invest 21.6% $414,750 Developer Fees 91.0% 1,745,000 Fund Balance (12.6%) (242,412) CAO’s Recommendation General Fund Baseline Budget The fiscal year 2019-20 baseline budget decreased by a general fund net of approximately $790,000. A total $607,000 of one-time money was eliminated from the baseline budget from the following current year projects: $200,000 for 4th quarter billings from the Joint Occupancy Agreement for County managed Court facilities; $198,000 for repairs at the Print and Mail division (2366-B Stanwell Circle, Concord); $197,000 for the County Capital Improvement Plan; and $12,000 for restricted funds unspent in prior year. A further $210,000 of prior year venture capital funding was eliminated as it was for one-time use in the current fiscal year for upgrades to the Joint Billing System with the Department of Conservation and Development as well the purchase of a construction plan plotter/scanner for the capital projects division. Personnel costs increased overall by $4.9 million due to a 4% cost of living increase as well as increases to the County’s share of health and dental insurance and an increased rate for workers compensation insurance in fiscal year 2019-20. Public Works General Government 186 County of Contra Costa FY 2019-2020 Recommended Budget Operating costs (including services and supplies, debt service, depreciation and fixed assets) increased by approximately $7.8 million to reflect anticipated costs for utilities and building maintenance. Revenue and expenditure transfers increased by $12.7 million primarily from charges for services and charges to other special revenue funds.  Recommended Budget The fiscal year 2019-20 recommended budget increased by $272,002 for both expenditures and revenues. The increase reflects the addition of 3 positions recommended to address staffing needs in the coming year. The Department is requesting 1 Administrative Analyst and 1 Senior Land Surveyor for the Engineering Services division. This will improve the efficiency of processing land development permits and increased demand for land surveying services. The Print and Mail division is requesting the addition of a Driver Clerk to deliver printed jobs for various County Departments as well as County mail delivery. The additional recommended positions are to be funded by a combination of Developer Fees and customer charges. The County Administrator recommends the additional positions to meet the anticipated volume of public works projects due to needs of County departments. Fleet Internal Service Fund The baseline budget for Fleet Services (Internal Service Fund) increased by $554,457, reflecting increased costs for salaries and benefits, estimated vehicle purchases and repairs in fiscal year 2019-20. Departments with vehicles assigned to the Fleet Internal Service fund are charged a monthly base fee, a per-mile fee and actual fuel costs. The monthly base fee represents the costs of insurance, management, depreciation, and vehicle replacement. The mileage charge consist of maintenance and repair costs (parts and labor). Road Fund The baseline expenditures for the Road Fund increased by $22,587,629 and revenue increased by $17,611,672 (a net increase of $4,975,957) due to Road Maintenance and Rehabilitation (RMRA) funding from SB 1 revenue and unanticipated FEMA storm charges. The additional revenues from SB1 will be used to address years of unfunded road maintenance, rehabilitation, and critical safety projects as well as to invest in “Complete Streets” projects uniquely tailored to the need, preferences and functions of the people of Contra Costa County. Funds will be used for general road maintenance, road capital improvement, traffic program, road engineering, and road information and services. Land Development Fund The Land Development Fund, which supports engineering functions, increased revenues and expenditures by $125,000 and $104,999, respectively, (a net decrease of $20,001) to reflect anticipated revenues generated from land development permits. Airport Enterprise Fund The Airport Enterprise fund, which supports airport operations and capital development at the Buchanan and Byron Airports increased expenditures by $3,517,433 and revenue by $3,553,216 for a net decrease of $35,783. The budget reflects increased salaries and benefits, including a 4% cost of living increase, as well increase in appropriations for planned capital improvement projects. Revenue increased from aviation operations (rent and concessions) as well as fund balance carried over from prior years. Public Works continues to respond to the growing challenges by proactively identifying areas in its operations that can be modified, streamlined, and/or restructured for better service and cost efficiency, as well as maintaining operations within their baseline budget. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 187 Performance Measurements  Transportation Program: In 2018 Public Works identified several opportunities for transportation grants and were successful in generating approximately $2.5 million in additional funding. Efforts resulted in receiving almost $43 for every $1 of staff time. This exceeded our strategic goal of receiving a minimum of $4 for every $1 in staff time to prepare the applications.  Continued participation in the National Flood Insurance Program Community Rating System (CRS), achieved a CRS rating of Class 5 that became effective May 1, 2018. This rating increased discounts on flood insurance premiums for our community’s property owners in Special Flood Hazard Areas to 25% from 20%.  Completed or awarded for construction approximately 21 county capital building projects in 2018. These projects included deferred maintenance projects such as roofing, paving, utility line/infrastructure upgrade, landscaping, fire life & safety, ADA upgrade, mechanical upgrade, tenant Improvement and demolition projects and other projects such as the Health Clinic.  List of some of the significant projects completed or awarded by the Capital Projects Division in 2018:  Demolition of Building F & G at Marsh Creek Detention Facility, 1200 Marsh Creek Road, Clayton  Remodeling of the Visitation Center, 5555 Giant Highway, Richmond  Expansion of Emergency Department into Diagnostic Imaging, 2500 Alhambra Avenue, Martinez  Roof Top Equipment, Accessibility Upgrades project, 2530 Arnold Drive, Martinez  Old Surplus Yard Parking Rehabilitation, 220 Glacier Drive, Martinez  Recycling Building Demolition, 220 Glacier Drive, Martinez  CMS Regulatory Compliance Work, CCRMC, Martinez  Morrow House Renovation Project, 1236 Escobar, Martinez  Award and construction start of Fire Station 16, Lafayette  ABCD Program Clinic at 3024 Willow Pass Road, Concord  Completion of tenant improvements at 40 Muir 2nd Floor, Martinez  2400 Bisso Lane – Suite D remodel for HSD, Concord  2380 Bisso Lane Build out and tenant improvements for Department of Agriculture & UC Extension, Concord  1000 Ward Martinez Detention Facility Parking Lot, Martinez  1126 Escobar Parking Lot and Solar installation for County Administration, Martinez  Elevator Modernization at 2530 Arnold Drive, Martinez  Relocation of EMS Operations to 777 Arnold Drive, Martinez  Remodeling of 1st, 3rd & 4th floors at 900 Ward St, Martinez • Continued significant progress at the New County Administration Building and Emergency Operations Center/Public Safety Building with initial groundbreaking, preliminary site work, and construction of foundations. • Capital Projects Management currently has a total of 80 funded projects valued at approximately $257 million.  Beta version of the Asset Management dashboard has been completed. We are testing the dashboard to review data and fine tune functionality. Strategic planning and facility management/maintenance plan will continue throughout the year. Work on this asset data has improved County facility operation and maintenance by helping to identify underutilized facilities, as well as facilities most in need of deferred maintenance attention.  Design/Construction Division completed 12 public infrastructure projects on roads throughout the County totaling over $12 million improving our public roadway system. Public Works General Government 188 County of Contra Costa FY 2019-2020 Recommended Budget  Airport Safety: General aviation users have quality airport facilities and services to safely operate their aircraft. The goal is to prevent airport safety deviations, which indicate a situation that is considered unusual from normal operations that could pose a safety threat. In 2018, there was one safety deviation that was not aviation or pilot related. This is up from zero the previous year. This low number of incidents can be attributed to the new security fencing, security signage, and video surveillance system installed in 2018. Staff will continue to evaluate and implement additional security features and protocols as appropriate.  Fleet Services: Continued to purchase and put into service electric, compressed natural gas and hybrid vehicles in our effort to “green” our fleet and reduce greenhouse gas emissions. We will be looking for opportunities to expand use of web based pool vehicle check out and reservation system in an effort to better utilize vehicles at county departments. • Recognized by the American Public Works Association, Northern California Chapter with a Project of the Year Award for the Alhambra Bridge Washout Repair Project. • The International Right of Way Association recognized our Department with an Employer of the Year Award. • Print and Mail Services was recognized with a national gold award for printing. • Print and Mail Services completed negotiating new leases for equipment in both Concord and Martinez. This new equipment brings with it lower lease costs as well as lower operating cost, this will allow us to reduce our customers printing cost by approximately 10%. • The Public Works Department pool car fleet for use by our staff is almost 70% alternative fuel vehicles with hybrids and EV’s being used by our employees to conduct business on behalf of our Department. Administrative and Program Goals Recruitment/Retention and Succession Planning With the improved economy, increased requests from county departments for work and additional gas taxes (SB1), we are seeing more competition in attracting and retaining qualified staff in many classifications throughout the Department. We are looking at ways to better recruit, retain, and prepare staff to meet the Department’s goals and deliver our mission. We continue to review Department initiatives to include and improve work/life balance, employee morale and “fun in the workplace.” Staff workload has increased and we look for ways to improve the intangible benefits we can provide to increase retention for our staff. We have started to develop a training program that looks at Department needs and employees’ needs for professional development. We have also anticipated a large number of senior level staff retirements starting this year and continuing over the next five years or so. Succession planning is a priority to ensure we have staff ready to move into leadership positions. There are multiple challenges related to succession planning. We have taken steps to identify critical service areas and staff in an effort to highlight those areas of concern, prioritize a plan to be responsive to it, strategize on how to respond and implement efforts to minimize negative impacts that may result from these experienced well-trained staff leaving our Department. Communication We will continue looking at better ways to communicate with staff, customers and the public in our work and during the service delivery process by challenging ourselves, using technology available and promoting open honest communications as cited in our Department Values. Communication in the Department is sometimes difficult with our large staff, multiple job sites and field personnel. We are looking at how we can ensure that all Public Works employees are informed of Department priorities, goals, issues and events. We have embarked on a series of efforts to improve our Department communication engaging staff in a variety of ways and our goal is to continue these efforts and improve on the efforts underway, while developing other strategies to improve overall communication. Given the breadth of our customer base, clear communication with our customers can also be challenging. By providing avenues to communicate with staff, customers, elected officials and the public and using various communication conduits such as social media, staff meetings, public meetings, written Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 189 communication and technology our Department is committed to clear open communication. We will continue to pursue best management practices in communicating with all of our partners and customers. Cost Recovery There are several programs that are funded with restricted funds or through fees for services that need review. For example, road encroachment permits are not 100% cost recovery and the Road Fund has to provide revenue to the program. Public Works and the Department of Conservation and Development contracted with a company to evaluate and update our fee schedule. As part of this effort, we are also looking at ways to improve fee collection and upgrade our joint billing system used by Public Works and Conservation and Development. We anticipate in 2019 presenting a revised fee schedule to the Board of Supervisors and also anticipate upgrading our joint billing system and use of other software programs as part of our land development function within Public Works. Many of our Special Districts are underfunded for the level of service desired by the communities. We continue to work with our constituents and Board members to explain our funding constraints and define fiscally responsible levels of service that are acceptable to all. Project Delivery Efficiency To improve service delivery to our customers, we have identified project delivery efficiency as an internal process that needs review. Efficient use of public funds to deliver projects is critical to delivering our capital project program. The more efficient we are with our limited revenues, the more projects we can deliver that will benefit the public. We are mapping out the existing process and looking for opportunities to reduce cost by examining each step in the process and determining if it is a value-adding step to the process. To assist in the decision making, we will be evaluating the current metrics and developing new metrics to help us understand if we are succeeding in our efficiency improvement efforts for the project delivery process. Countywide Real Estate Asset Management Plan The County’s building portfolio is substantial with hundreds of County owned and leased buildings. Over the last several years, our Department has made considerable improvements in regards to overall asset management of these facilities. However, additional work is necessary to have all of the tools required to make strategic long term decisions for our facilities in the most efficient, sustainable and reliable manner. Public Works will work with the County Administrator’s Office on a Capital Improvement Program and fully implement our asset management dashboard, which is currently being tested, to help guide the County in managing all County building assets. Stormwater/Flood Control Funding Developing stormwater funding and flood control funding continues to be a priority for the County. Since the 1978, the funding mechanisms for drainage have been frozen in place. Since this time, a funding shortfall has been occurring between what the budget should be to cover maintenance and capital investment and our current revenue stream. Our staff has been working at a state level (with California State Association of Counties) to resolve this funding inequity, while working locally with our Board of Supervisors and the Bay Area Flood Protection Agencies. Our Flood Control District is continuing with the Facility Condition Assessment of our drainage facilities. This assessment is approximately 75% complete. Once completed, this will allow us to better understand long-term maintenance needs for these facilities and better understand when facilities will need to be replaced. Almost 40% of our facilities are older than their 50-year design life. Creating a Better Built Environment With the public wanting a more diverse transportation network, the need to implement Climate Action Plan goals with County buildings and facilities, and permit regulations from the Regional Water Quality Board, we need to review our services and funding sources to better serve the public’s and regulatory expectations. We will work with County partners, including the Department of Conservation and Development and County Administrators Office to implement the Climate Action Plan (CAP) adopted by the Board of Supervisors in 2016. The Municipal Regional Permit is requiring the county to develop and adopt a Green Infrastructure Plan. This plan will look at our infrastructure standards to determine how we can make infrastructure in Contra Costa more “green” and sustainable, including installation of solar panels and additional electric vehicle chargers at County Facilities to support great efforts of replacing internal Public Works General Government 190 County of Contra Costa FY 2019-2020 Recommended Budget combustion engine vehicles with zero emission electric vehicles in the County fleet. We will continue to look for opportunity areas to implement these green projects in our roadways, public properties, and parking lots. Transportation and Building Infrastructure Funding Contra Costa County Public Works is responsible for our County’s road network of about 660 miles and our job continues to be difficult with the limited funding resources. The passage of Senate Bill 1 (SB1) and the subsequent defeat of Proposition 6 (a measure to repeal SB1) have provided a much needed funding source to help all jurisdictions receive funding to maintain a safe, efficient transportation network that serves all modes of transportation such as vehicles, bicycles, pedestrians and transit. The incremental increase in funding provided by SB1 allowed the County to begin work on our maintenance backlog of surface treatment for our roads as well as Capital Projects that were delayed due to a lack of funding. The storm damage repairs from 2017 included SB1 funding as well. On the County building side, the County has allocated $10 million a year for facility deferred maintenance work over the last 4 years. While this allocation is a good step in addressing the overall poor condition of the County building portfolio, it is not sufficient to address the $300 million deferred maintenance needs of the buildings. Our Department will be working with the County Administrators Office to focus on an asset management and capital improvement program. Sufficient funding to operate and maintain our County buildings continues to be a challenge. Traffic Safety The Department continues to look at ways of reducing collisions on unincorporated County roads, with particular emphasis on collisions involving fatalities and major injury. After experiencing a period of steady declines in collisions during the early part of the decade, with less people driving due to the effects of the economic recession, those trends have unfortunately reversed. As the economy has improved and the resulting increase of people on the roads, we have seen an increase in vehicle fatalities and major collisions. In an effort to reverse these trends, the Department has embarked on the development of a Vision Zero Plan for Contra Costa County. Vision Zero involves analyzing data to focus attention and resources to areas with the greatest need, in an effort to move the County towards zero fatalities and major injuries. Vision Zero cannot be at its most effective without a collaborative effort between various agencies and community groups; therefore, Public Works seeks to bring our partners in Traffic Enforcement, Health Services, regional agencies, planning, and interested community groups together to adopt the Vision Zero philosophy. Vision Zero Contra Costa County, along with Board- adopted Complete Streets implementation into Public Works projects, are efforts to move us towards avoidance or at least reduction of the severity of collisions that do occur on our roadway network. Accreditation Program As part of our continuous assessment and improvement process, the Public Works Department participates in an accreditation evaluation every four years through the American Public Works Association (APWA). APWA developed this program to accredit public works departments. The purpose of accreditation is to promote excellence in public works operations and management. Accreditation is recognition that a department's policies, procedures and practices have been evaluated against nationally recognized management practices, and meet or exceed the established standard. The Public Works Department is scheduled for our next Re-Accreditation evaluation in 2020. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 191 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Public Works Salaries and Benefits 2.0 272,002 Add 1 Administrative Analyst and 1 Senior Land Surveyor. 2 1 Public Works Revenue 0.0 272,002 Increase Developer Fees revenue. 3 8 Print & Mail Salaries and Benefits 1.0 78,185 Add 1 Driver Clerk to handle increased requests from County Departments. 4 8 Print & Mail Charge-outs 0.0 78,185 Increase Customer Charges revenue. Total 3.0 0 Public Works General Government 192 County of Contra Costa FY 2019-2020 Recommended Budget Russell V. Watts, Treasurer Treasurer – Tax Collector General Government County of Contra Costa FY 2019-2020 Recommended Budget 193 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 3,591,498 3,958,471 4,032,286 4,032,286 0 Services And Supplies 1,748,099 1,636,799 1,639,348 1,639,348 0 Other Charges 6,864 6,500 6,500 6,500 0 Fixed Assets 104,131 0 0 0 0 Expenditure Transfers (2,007) 2,595 491 491 0 Expense Total 5,448,586 5,604,365 5,678,625 5,678,625 0 Revenue Other Local Revenue 3,260,407 3,108,865 3,228,625 3,228,625 0 Revenue Total 3,260,407 3,108,865 3,228,625 3,228,625 0 Net County Cost (NCC): 2,188,179 2,495,500 2,450,000 2,450,000 0 Allocated Positions (FTE) 29.5 29.5 29.5 29.5 0 Financial Indicators Salaries as % of Total Exp 66% 71% 71% 71% % Change in Total Exp 3% 1% 0% % Change in Total Rev (5%) 4% 0% % Change in NCC 14% (2%) 0% Compensation Information Permanent Salaries 2,033,978 2,217,663 2,341,734 2,341,734 0 Temporary Salaries 0 9,501 0 0 0 Permanent Overtime 1,290 1,000 2,000 2,000 0 Deferred Comp 47,729 36,840 50,520 50,520 0 Comp & SDI Recoveries (22,471) 0 0 0 0 FICA/Medicare 144,880 162,574 172,742 172,742 0 Ret Exp-Pre 97 Retirees 6,732 7,000 7,000 7,000 0 Retirement Expense 650,948 711,101 719,620 719,620 0 Employee Group Insurance 292,720 338,576 347,148 347,148 0 Retiree Health Insurance 231,719 240,206 222,532 222,532 0 OPEB Pre-Pay 143,729 143,729 99,146 99,146 0 Unemployment Insurance 4,074 1,112 1,180 1,180 0 Workers Comp Insurance 56,170 89,169 68,663 68,663 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three divisions: Treasurer, Tax Collection and Business Licenses. Treasurer – Tax Collector General Government 194 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Treasurer-Tax Collector’s Office is responsible for providing financial services to County departments, Schools and Special Districts; to safe keep all funds entrusted to the Office and make available such funds when needed; to earn a fair return on funds not immediately needed by the participants in the County’s investment pool; to efficiently and accurately collect taxes and other debts owed to the County, Schools and Special Districts; and to apply all applicable laws equitably and consistently to all taxpayers. Treasurer Description: Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 21 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure the safety of principle, meet liquidity needs, and maximize yield on investments. Manages the County’s cash flow and short-term borrowings and is an active participant in all long and short- term borrowings for County agencies, School Districts and the Community College District. As of January 31, 2019, the Treasury managed over $3.8 billion in its investment pool. Treasurer Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,429,878 Financing: 276,700 Net County Cost: 1,153,178 Funding Sources: Investment Fees 19.4% $276,700 General Fund 80.6% 1,153,178 FTE: 8.6 Tax Collection Description: Mandated by state law to collect all property taxes and special levies for cities, school districts, special districts, and County government. Tax Collection Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,066,463 Financing: 2,828,300 Net County Cost: 1,238,163 Funding Sources: Property Svc Cost 12.7% $514,800 Tax Admin. Fees 42.1% 1,710,000 Other Admin Fees 5.9% 240,500 State 8.9% 363,000 General Fund 30.4% 1,238,163 FTE: 19.5 Business License Description: The Business License Ordinance requires the Tax Collector to levy and collect a business license tax from entities engaged in any business activity in an unincorporated area. Business License Summary Service: Mandatory Level of Service: Discretionary Expenditures: $182,284 Financing: 123,625 Net County Cost: 58,659 Funding Sources: Administrative Fees 64.2% $117,000 License Fees 3.6% 6,625 General Fund 32.2% 58,659 FTE: 1.4 Treasurer – Tax Collector General Government County of Contra Costa FY 2019-2020 Recommended Budget 195 CAO’s Recommendation Baseline Budget The baseline net County cost decreased by $45,500 from the FY 2018-19 Adjusted Budget. Total salary and benefits costs increased by a net of $73,815 over the current year. Permanent salaries and benefits increased by $144,573 due to increases in negotiated Cost- of-Living-Adjustments and healthcare. Estimates for retiree healthcare and other post- employment benefits decreased by a total of $62,257 based on the department’s share of the overall County retiree health care costs. Temporary salaries and permanent overtime decreased by a further $8,501. Services and supplies increased overall by a net of $2,549. The decrease reflects the elimination of one-time appropriations totaling $92,500 rebudgeted from prior year as well as increases of $95,049 mainly due to interdepartmental charges for data processing services. Expenditure transfers decreased by $2,104 reflecting a reduction in Fleet Services charges. Revenues increased by $119,760 mainly due to anticipated assessments for secured property tax due to the Property Assessed Clean Energy program (PACE) and the passing of Measure AA. Measure AA created a new property tax in the nine Bay Area counties to restore tidal marshes and help secure flood protection. Recommended Budget The recommended net County cost of $2,450,000 will provide the funding necessary to maintain mandated services in FY 2019-20. Performance Measurement The Treasurer-Tax Collector’s Office issued 372,292 Secured and 42,093 Unsecured tax bills through February 13, 2019. Collections through February 13, 2019 were 59.72% of secured taxes and 97.46% of unsecured taxes, which is 6.48% less and 0.12% greater than the same timeframe last year respectively. The collaboration with the California Franchise Tax Board’s Personal Income Tax Intercept program resulted in $108,325.15 of delinquent unsecured tax revenues that otherwise may have been uncollectible. The department completed $53.5 billion in banking transactions, processed $7.9 billion deposits and funded $7.6 billion warrants during the FY 2017-2018. Despite another volatile year for the financial markets, the Treasurer received affirmation for its rating of AAAf/S1+ which is assigned for the highest level of credit quality and lowest level of volatility of securities in the Treasurer’s Investment Pool. Although Contra Costa County exceeds the State average proportion of property taxes paid, defaulted property taxes still tend to run about 1% of the secured tax roll. There has been a significant decrease in defaulted taxes since FY 2011-2012. The Treasurer-Tax Collector has increased the public’s awareness of their defaulted taxes through proactive measures in the early years of default. Nonetheless, many properties do reach the statutory timeframe for default and become eligible for sale of the property at public auction. Prior to FY 2013- 2014, the Tax Collector held public auctions in person which would result in the sale of only a few parcels at best. In July 2013, the Tax Collector contracted with an online auction company and has since held 10 online auctions resulting in 181 parcels sold, generating over $5.3 million in revenues that otherwise may have been uncollected. The Treasurer-Tax Collector’s efforts to promote paperless billing and online payment processing continues to exceed the prior years’ adoption levels. With minimal advertising, there were 149,942 electronic transactions resulting in more than $517 million in property tax payments for FY 2017-2018. Through February 7, 2019 there were 97,420 transactions for over $336 million which is a 9.9% decrease in transactions and nearly $37 million in property tax revenues from the same period ending February 7, 2018. This decline from the FY 2017-2018 is due to the influx of payments of the 2nd installments received in late December 2017 due to changes in the income taxes laws in 2018. The Electronic Billing service subscriptions increased by 1,436 resulting in an incremental savings of about Treasurer – Tax Collector General Government 196 County of Contra Costa FY 2019-2020 Recommended Budget $3,700 from not having to generate and mail paper tax bills. The Electronic Reminder service sends an email reminder two weeks before each delinquent date on secured bills and serves over 21,000 subscribers or nearly 6% of all secured tax bills, which helped to contribute to more timely payments of property taxes. 2018-2019 Accomplished Goals The entire Office staff participated in the online Smart Customer Service series in TargetSolutions. Highlights of each of the five courses were reviewed in the monthly staff meeting. All management staff also completed CPR training or were certified in the CPR/First Aid/AED training program. For the online Account Lookup/Pay Taxes program, new website servers were installed and the coding rewritten to increase the response time. Certain operations and related services were reviewed for cost savings and recovery opportunities. In particular, the effects of the Register Your Mobilehome, a fee and tax abatement program operated by the California Department of Housing and Community Development, were studied. It was determined a Tax Clearance Certificate fee should be implemented to recover the additional demand on staff. Subject to approval by the Board of Supervisors, the new fee will go into effect Fiscal Year 2019-20. In anticipation of an existing contract expiring for the current treasury management system, several other systems were reviewed for potential enhancement to operations. The level of service and costs varied significantly. It was decided additional study needed to be done before making a final decision, which is expected to be in the first part of Fiscal Year 2019-20. 2019-2020 Administrative and Program Goals Carry out the mission of the Treasurer-Tax Collector, which is to administer all of its duties and responsibilities in a professional, efficient and cost-effective way that instills sound management practices and serves the best interests of the public. Explore ways to better inform the public on and promote greater use of online services, particularly account lookup and online payment. Explore cost saving and cost recovery opportunities in treasury operations through analysis of investment fees and the delivery of service. Review mission critical services and software, and explore/determine need for enhancement and/or replacement. Health & Human Services Health & Human ServicesCounty of Contra Costa Functional Group Summary Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 197 Table Description This table presents information in aggregated format summarizing General Fund expenditures, revenues, and net County costs for the Health and Human Services Functional Group. Included are data for the following departments: Child Support Services, Employment and Human Services, Health Services Department, and Veterans Services. These data do not include expenditures, revenues, or FTEs for the Contra Costa Regional Medical Center and Clinics Enterprise Fund (EF1), the Contra Costa Health Plan Enterprise Funds (EF2/EF3) nor any other fund other than the General Fund. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 346,215,732 394,041,261 415,763,341 415,870,307 106,966 Services And Supplies 304,156,668 333,951,576 359,389,141 359,426,579 37,438 Other Charges 161,107,630 171,050,986 205,478,852 205,478,852 0 Fixed Assets 695,402 1,080,096 1,293,300 1,293,300 0 Expenditure Transfers (11,909,768) (13,334,540) (14,542,144) (14,542,144) 0 Expense Total 800,265,664 886,789,380 967,382,490 967,526,894 144,404 Revenue Other Local Revenue 197,369,337 235,475,540 252,802,873 252,947,277 144,404 Federal Assistance 237,743,241 261,735,480 278,485,529 278,485,529 0 State Assistance 250,739,018 265,706,832 275,024,088 275,024,088 0 Revenue Total 685,851,595 762,917,852 806,312,490 806,456,894 144,404 Net County Cost (NCC): 114,414,069 123,871,528 161,070,000 161,070,000 0 Allocated Positions (FTE) 3,243.6 3,248.7 3,187.7 3,188.7 1.0 Financial Indicators Salaries as % of Total Exp 43% 44% 43% 43% % Change in Total Exp 11% 9% 0% % Change in Total Rev 11% 6% 0% % Change in NCC 8% 30% (0%) Compensation Information Permanent Salaries 198,720,553 228,869,483 244,174,373 244,233,649 59,276 Temporary Salaries 7,632,211 2,626,271 3,014,435 3,014,435 0 Permanent Overtime 2,294,084 1,639,112 2,079,313 2,079,313 0 Deferred Comp 2,136,553 2,858,552 3,110,119 3,112,262 2,143 Hrly Physician Salaries 179,030 158,954 86,174 86,174 0 Perm Physicians Salaries 2,541,944 4,581,940 4,644,956 4,644,956 0 Perm Phys Addnl Duty Pay 19,178 16,934 40,490 40,490 0 Comp & SDI Recoveries (813,431) (1,020,021) (1,009,144) (1,009,144) 0 FICA/Medicare 15,327,443 17,951,319 18,777,990 18,782,567 4,577 Ret Exp-Pre 97 Retirees 667,968 743,252 770,691 770,691 0 Retirement Expense 64,311,215 73,847,838 75,818,701 75,837,105 18,404 Employee Group Insurance 29,341,118 36,375,629 42,649,160 42,669,853 20,693 Retiree Health Insurance 10,757,852 10,860,743 10,971,144 10,971,144 0 OPEB Pre-Pay 5,041,375 5,080,903 4,718,374 4,718,374 0 Unemployment Insurance 467,068 140,904 125,554 125,584 30 Workers Comp Insurance 7,753,948 9,431,353 5,912,916 5,914,759 1,843 Labor Received/Provided (162,378) (121,905) (121,905) (121,905) 0 Functional Group Summary Health and Human Services 198 County of Contra Costa FY 2019-2020 Recommended Budget FY 2019-20 Recommended General Fund Expenditures General Government, $300,364,820 , 17% Law & Justice, $437,206,263 , 26% Health & Human Services, $967,526,894 , 57% FY 2018-19 Recommended General Fund Expenditures General Government, $294,493,029 , 18% Law & Justice, $431,146,766 , 27% Health & Human Services, $885,606,368 , 55% Child Support Services Melinda Self, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 199 Department of Child Support Services Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 16,123,738 16,568,447 17,759,605 18,707,089 947,484 Services And Supplies 1,114,816 707,767 705,147 705,147 0 Other Charges 827,194 796,074 679,907 679,907 0 Fixed Assets 41,900 0 0 0 0 Expenditure Transfers 381,408 249,348 290,857 290,857 0 Expense Total 18,489,056 18,321,636 19,435,516 20,383,000 947,484 Revenue Other Local Revenue 26,853 0 0 0 0 Federal Assistance 18,435,776 18,769,093 18,931,232 20,383,000 1,451,768 Revenue Total 18,462,629 18,769,093 18,931,232 20,383,000 1,451,768 Net Fund Cost (NFC): 26,426 (447,457) 504,284 0 (504,284) Allocated Positions (FTE) 171.0 144.0 144.0 153.0 9.0 Financial Indicators Salaries as % of Total Exp 87% 90% 91% 92% % Change in Total Exp (1%) 6% 5% % Change in Total Rev 2% 1% 8% % Change in NFC (1,793%) (213%) (100%) Compensation Information Permanent Salaries 8,910,376 9,488,157 10,491,263 11,070,965 579,702 Temporary Salaries 39,157 48,529 48,529 48,529 0 Permanent Overtime 63,300 14,864 4,864 4,864 0 Deferred Comp 85,208 124,759 133,020 142,020 9,000 Comp & SDI Recoveries (30,224) 0 0 0 0 FICA/Medicare 649,847 730,971 781,598 819,080 37,482 Ret Exp-Pre 97 Retirees 30,028 55,818 55,818 55,818 0 Retirement Expense 2,903,478 3,163,274 3,219,602 3,396,516 176,914 Employee Group Insurance 1,275,748 1,547,519 1,725,523 1,844,921 119,398 Retiree Health Insurance 680,312 679,170 684,449 684,449 0 OPEB Pre-Pay 1,290,097 230,097 294,325 294,325 0 Unemployment Insurance 19,943 6,082 5,273 5,523 250 Workers Comp Insurance 206,469 479,207 315,341 340,079 24,738 Department Description As the Contra Costa County agency responsible for establishing, collecting, and distributing child and medical support for minors, the Department of Child Support Services (DCSS) is an important part of California's effort to nurture and protect children and to help them and their families achieve self-sufficiency. Child Support Services Health and Human Services 200 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Child Support Enforcement Program is authorized under Title IV-D of the Social Security Act, to provide services assisting parents to meet their mutual obligation to support their children. No-cost services to Contra Costa County residents with physical custody of a minor child include: Locating non-custodial parents; Establishing court orders for establishing paternity, and child and medical support; Enforcing court orders for child, family, and medical support; Collecting and distributing support payments; Maintaining accounts of payments paid and payments due; and Modifying court orders when appropriate. Operations are administered in compliance with State Department of Child Support Services regulations. With the anticipated increase in revenues, the Department plans to add a fourth enforcement team of 9.0 FTE to increase collections. Child Support Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $20,383,000 Financing: $20,383,000 Net Fund Cost: 0 Funding Sources: Federal 100.0% $20,383,000 FTE: 153.0 CAO Recommendation The fiscal year 2019-20 Baseline Budget expenditures reflect an increase of $1,113,880 compared to fiscal year 2018-19 budget. This is primarily due to negotiated salary and benefit cost increases. Increases in Federal revenue and changes to the State Department of Child Support Services’ allocation methodology to counties will result in an approximate revenue increase of $1.4 million to Contra Costa County in fiscal year 2019-20. This increase in revenue and reductions made by the Department to miscellaneous expenditures, will offset the increased salary and benefit cost, as well as, fund an additional 9.0 FTEs. If the anticipated revenue increase is not realized, the County Administrator’s Office will work closely with the Department to eliminate five vacant positions. The FY 2019-20 Recommended Budget for the Department of Child Support Services maintains current service levels, with an expansion of Enforcement Program services. Performance Measures Federal Performance Measure: The effectiveness of the Department of Child Support Services (DCSS) is evaluated by measures in five critical areas: 1. Child Support Orders Status of FY 2018 Goals: Achieved 95.4% of cases with a child support order. With a focus on establishing child support orders that are fair, accurate, and consistent with a parent’s ability to pay, the overall percentage of cases with support orders remained consistent and above the statewide average. Note: Data reflected in the following tables are aligned with the Federal fiscal year (FFY). Child Support Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 201 2.Current Child Support Collections Status of FY 2018 Goals: Achieved 72.5% of cases with current support collected, an increase of 0.7% over last year. 3. Arrears Collections Status of FY 2018 Goals: Achieved 70.6% of cases with arrearage collections. DCSS is focused on engaging parents with delinquent accounts to make child support payments. The statewide average of cases paying on arrears is 66.8%. DCSS has consistently maintained participation above the statewide average. 4. Operational Cost Effectiveness Status of FY 2018 Goals: Achieved $3.79 in cost effectiveness, a decrease of $0.03 compared to last year. The cost effectiveness of a program may be measured by how much money is collected for each dollar spent on Child Support operations. In Federal fiscal year 2018, the California State average was $2.52 collected for each dollar expended. Contra Costa DCSS is 50.3% more effective than the State average, collecting $3.79 for each dollar spent on operations. 80.0% 85.0% 90.0% 95.0% 100.0% Contra Costa Statewide Cases With  Support  Orders 55.0% 60.0% 65.0% 70.0% 75.0% 80.0% FFY 2014 FFY 2015 FFY 2016 FFY 2017 FFY 2018 Contra Costa Statewide Collections  on Current  Support 62.0% 64.0% 66.0% 68.0% 70.0% 72.0% FFY 2014 FFY 2015 FFY 2016 FFY 2017 FFY 2018 Contra Costa Statewide Cases with  Arrears Collections $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 FFY 2014 FFY 2015 FFY 2016 FFY 2017 FFY 2018 Contra Costa Statewide Cost  Effectiveness Child Support Services Health and Human Services 202 County of Contra Costa FY 2019-2020 Recommended Budget 5. Status of FY 2018 Goals: Achieved 102.0% in statewide Paternity Establishment Percentage (PEP). Paternity is the establishment of fatherhood for a child, either by court determination, administrative process or voluntary acknowledgement. Statewide PEP is calculated as the total number of children born out of wedlock for which paternity was acknowledged or established in the current federal fiscal year, compared to the total number of children in the state born out of wedlock during the preceding calendar year, expressed as a percentage. Administrative and Program Goals Achieve Federal Performance Measure levels established by the State Department of Child Support Services by: o Establishing paternity; o Increasing the number of cases with established child support orders; o Increasing collections on current child support; o Increasing collections on cases with arrears; and o Improving cost effectiveness. Achieve Local Level Performance Goals for Federal fiscal year 2019 by: o Maintaining distributed collections of at least $3.75 in cost effectiveness; o Increasing the percentage of current support collected to 73%; o Increasing the percentage of cases with arrearages collection to 71%; o Maintaining the percentage of cases with child support orders at 95%; and o Maintain statewide PEP at 100% or above. 96.0% 98.0% 100.0% 102.0% 104.0% 106.0% Contra Costa Statewide Paternity Declaration Child Support Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 203 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net Fund Impact Impact 1 1 Child Support Services Revenue 0.0 1,451,768 Increase State revenue due to a new allocation formula to be implemented by the State. 2 1 Child Support Services Salaries and Benefits 1.0 148,161 Add one Child Support Supervisor ($148,161) to oversee the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. 3 1 Child Support Services Salaries and Benefits 8.0 799,323 Add two Child Support Specialist I, five Child Support Specialist II, and one Child Support Specialist III positions ($799,323), to support the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. Total 9.0 (504,284) Child Support Services Health and Human Services 204 County of Contra Costa FY 2019-2020 Recommended Budget Employment and Human Services Kathy Gallagher, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 205 Employment and Human Services General Fund Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 189,625,714 206,437,731 213,643,530 213,750,496 106,966 Services And Supplies 100,230,461 116,251,178 120,152,400 120,189,838 37,438 Other Charges 130,143,265 141,818,569 139,557,763 139,557,763 0 Fixed Assets 242,202 188,652 500,000 500,000 0 Expenditure Transfers 6,809,864 3,772,640 7,390,903 7,390,903 0 Expense Total 427,051,507 468,468,770 481,244,596 481,389,000 144,404 Revenue Other Local Revenue 80,734,482 102,103,387 108,854,836 108,999,240 144,404 Federal Assistance 150,571,380 159,420,087 168,508,215 168,508,215 0 State Assistance 174,821,479 179,745,296 176,968,545 176,968,545 0 Revenue Total 406,127,341 441,268,770 454,331,596 454,476,000 144,404 Net County Cost (NCC): 20,924,165 27,200,000 26,913,000 26,913,000 0 Allocated Positions (FTE) 1888.0 1853.5 1792.5 1793.5 1.0 Financial Indicators Salaries as % of Total Exp 44% 44% 44% 44% % Change in Total Exp 10% 3% 0% % Change in Total Rev 9% 3% 0% % Change in NCC 30% (1%) 0% Compensation Information Permanent Salaries 107,871,992 120,631,143 126,035,185 126,094,461 59,276 Temporary Salaries 4,943,738 845,131 867,523 867,523 0 Permanent Overtime 960,536 817,798 820,566 820,566 0 Deferred Comp 1,303,866 1,582,770 1,729,082 1,731,225 2,143 Comp & SDI Recoveries (682,277) (822,956) (825,826) (825,826) 0 FICA/Medicare 8,344,863 9,230,391 9,694,542 9,699,119 4,577 Ret Exp-Pre 97 Retirees 353,596 417,298 415,371 415,371 0 Retirement Expense 34,288,813 37,725,920 38,122,706 38,141,110 18,404 Employee Group Insurance 16,491,018 19,453,308 22,923,368 22,944,061 20,693 Retiree Health Insurance 6,805,925 6,797,437 6,839,584 6,839,584 0 OPEB Pre-Pay 3,559,057 3,559,051 3,054,690 3,054,690 0 Unemployment Insurance 250,572 60,316 63,368 63,398 30 Workers Comp Insurance 5,177,692 6,140,124 3,903,373 3,905,216 1,843 Labor Received/Provided (43,676) 0 0 0 0 Employment and Human Services Health and Human Services 206 County of Contra Costa FY 2019-2020 Recommended Budget Table Description The preceding table represents all Employment and Human Services Department (EHSD) General Fund expenditures, revenues, and net County costs. The programs included are listed below: 0501 – Administration 0502 – Children and Family Services 0503 – Aging and Adult Services 0504 – Workforce Services 0506 – Covered California Call Center 0507 – Ann Adler Children and Family Trust 0583 – Workforce Development Board 0588 – Community Services 0581 – Contra Costa Alliance to End Abuse (formerly Zero Tolerance for Domestic Violence) Major Department Responsibilities The Employment and Human Services Department, in partnership with the community, provides services that support and protect families, individuals, and children in need, and promotes personal responsibility, independence, and self-sufficiency. Employment and Human Services is the second largest Department in Contra Costa County. It brings together under a single administrative umbrella: Aging and Adult Services, Children and Family Services, Community Services, Workforce Services, Workforce Development Board, and Contra Costa Alliance to End Abuse. The Department provides more than 60 programs, which serve over 200,000 citizens in need of basic protection or support services each year. The majority of the services the Department provides are to children and families; the elderly; persons with certain disabilities; those who are eligible for financial, medical, or food assistance; and to persons who are attempting to enter or move up in the workforce. The Department offers programs at over 39 locations throughout the County. Approximately 95% of the Department’s program funding comes from Federal, State and State-funded local revenue sources. The remaining 5% is the net County cost funded with County general fund. The majority of the 5% County general fund is required as matching funds per Federal and State laws for many of the Department’s programs. The Department is continually seeking new ways to improve the coordination of its client services and to maximize non-County fund sources. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 207 Administrative Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 32,761,066 34,116,976 35,262,992 35,262,992 0 Services And Supplies 18,107,684 20,343,306 20,624,831 20,624,831 0 Other Charges 309,573 483,355 940,697 940,697 0 Fixed Assets 86,881 55,019 0 0 0 Expenditure Transfers (45,653,754) (48,467,451) (51,115,520) (51,115,520) 0 Expense Total 5,611,451 6,531,205 5,713,000 5,713,000 0 Revenue Other Local Revenue 188,313 0 0 0 0 Federal Assistance 15,986 0 0 0 0 State Assistance 5,272,495 6,049,215 5,499,000 5,499,000 0 Revenue Total 5,476,794 6,049,215 5,499,000 5,499,000 0 Net County Cost (NCC): 134,657 481,990 214,000 214,000 0 Allocated Positions (FTE) 210.0 204.0 206.0 206.0 0.0 Financial Indicators Salaries as % of Total Exp 584% 522% 617% 617% % Change in Total Exp 16% (13%) 0% % Change in Total Rev 10% (9%) 0% % Change in NCC 258% (56%) 0% Compensation Information Permanent Salaries 15,846,122 17,296,508 18,200,502 18,200,502 0 Temporary Salaries 953,149 0 0 0 0 Permanent Overtime 50,803 42,171 45,041 45,041 0 Deferred Comp 179,403 215,400 218,521 218,521 0 Comp & SDI Recoveries (12,704) (42,171) (45,041) (45,041) 0 FICA/Medicare 1,223,717 1,285,285 1,359,614 1,359,614 0 Ret Exp-Pre 97 Retirees 54,506 73,888 73,886 73,886 0 Retirement Expense 5,274,317 5,674,297 5,748,176 5,748,176 0 Employee Group Insurance 2,112,250 2,404,971 2,887,846 2,887,846 0 Retiree Health Insurance 6,241,846 6,277,587 6,202,137 6,202,137 0 Unemployment Insurance 37,605 8,648 9,142 9,142 0 Workers Comp Insurance 776,907 880,392 563,168 563,168 0 Labor Received/Provided 23,146 0 0 0 0 Employment and Human Services Health and Human Services 208 County of Contra Costa FY 2019-2020 Recommended Budget Description: EHSD’s Administrative Services Bureau provides support services to all Departmental programs. Costs include contracts, purchasing, personnel, budgets, claims, policy and planning, appeals, quality control, welfare fraud prevention, appeals, fiscal compliance, facilities, information technology, CalWIN program administration, fixed assets, vehicles, safety and disaster preparedness and readiness, and building occupancy. The FY 2019-20 Recommended Budget includes an overall decrease in expenditures of $818,205 compared to FY 2018-19. Baseline included a reduction of three positions to reduce amount of vacant and unfunded positions. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Administrative Services Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $56,970,306 Financing: 56,756,306 Net County Cost: 214,000 Funding Sources: Transfers 90.0% $51,257,306 State 9.7% 5,499,000 General Fund 0.3% 214,000 FTE: 206.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 209 Children and Family Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 39,974,343 49,715,855 51,089,622 51,089,622 0 Services And Supplies 21,001,753 26,881,742 25,116,170 25,116,170 0 Other Charges 51,071,214 52,115,644 55,377,567 55,377,567 0 Expenditure Transfers 1,352,126 6,210,146 10,710,641 10,710,641 0 Expense Total 113,399,436 134,923,387 142,294,000 142,294,000 0 Revenue Other Local Revenue 45,578,851 63,252,688 70,907,936 70,907,936 0 Federal Assistance 38,451,855 40,661,574 39,856,090 39,856,090 0 State Assistance 28,867,879 27,112,076 25,105,974 25,105,974 0 Revenue Total 112,898,585 131,026,338 135,870,000 135,870,000 0 Net County Cost (NCC): 500,851 3,897,049 6,424,000 6,424,000 0 Allocated Positions (FTE) 365.5 404.5 400.5 400.5 0.0 Financial Indicators Salaries as % of Total Exp 35% 37% 36% 36% % Change in Total Exp 19% 5% 0% % Change in Total Rev 16% 4% 0% % Change in NCC 678% 65% 0% Compensation Information Permanent Salaries 24,179,734 30,465,015 31,596,022 31,596,022 0 Temporary Salaries 536,822 0 0 0 0 Permanent Overtime 278,092 207,016 206,914 206,914 0 Deferred Comp 247,648 384,600 411,960 411,960 0 Comp & SDI Recoveries (134,992) (206,914) (206,914) (206,914) 0 FICA/Medicare 1,840,696 2,329,531 2,427,084 2,427,084 0 Ret Exp-Pre 97 Retirees 76,710 4,493 4,493 4,493 0 Retirement Expense 7,456,961 9,319,334 9,402,389 9,402,389 0 Employee Group Insurance 3,349,980 4,573,853 5,332,671 5,332,671 0 OPEB Pre-Pay 946,860 1,073,027 920,966 920,966 0 Unemployment Insurance 55,294 15,232 15,879 15,879 0 Workers Comp Insurance 1,157,185 1,550,669 978,158 978,158 0 Labor Received/Provided (16,647) 0 0 0 0 Employment and Human Services Health and Human Services 210 County of Contra Costa FY 2019-2020 Recommended Budget Description: The primary responsibility of Children and Family Services is to promote the safely, permanency and well-being of children residing in Contra Costa County. Children and Family Services receives and investigates reports of possible child abuse and neglect; provides services to families to support the protection and care of their children; arranges for children to live with kin, foster families or Short Term Residential Therapeutic Program facilities when they are not safe at home; arranges for reunification and adoption; promotes permanent family connections for children leaving foster care; and provides financial and housing support for youth between the ages of 18 and 21 who have transitioned out of foster care. To meet these goals, the Children and Family Services Bureau is also responsible for the recruitment and approval of Resource Family Homes and financial support, including eligibility to Medi-Cal for the care of children in out-of- home placements. The Continuum of Care Reform (CCR) initiative, launched January 1, 2017 advocates that children should live in committed nurturing family homes surrounded by services that promotes family engagement and permanency. Programs and services funded by CCR include a streamlined Resource Family Home Approval process and Children and Family Team Meetings. The budget for Children and Family Services includes administrative costs for Child Welfare Services, Adoption/Foster Care Services, Continuum of Care Reform and Foster Care and Adoptions Eligibility programs. The budget also includes the payment program costs for Foster Care and Adoptions Eligibility, and Child Abuse Prevention contracts. The FY 2019-20 Recommended Budget includes an overall increase of $7,370,613 compared to FY 2018-19. Baseline included a reduction of four positions to reduce the number of vacant and unfunded positions. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. 1. Child Welfare Services Description: The administrative budget for Child Welfare Services includes the core services components of Child Welfare. These programs, described below, include Emergency Response, Family Maintenance, Permanency Planning, and Extended Foster Care Support. Service delivery for these programs includes 24/7 response and coverage. Activities include addressing reports of abuse and neglect; development and oversight of service plans for parents seeking reunification and/or continued care of their children; case management for families as issues impeding safety and well- being of children are being resolved; monthly visits that assure ongoing safety and well-being of children; enhanced family engagement that provides collaboration and support and oversight for parents in meeting case plan objectives; and initial and ongoing reports to the Juvenile Court regarding parent’s and children’s progress. Under the umbrella of funding for Child Welfare Services and in collaboration with other partners in Child Welfare Services, various strategies and models support the family and/or Resource Home in resolving issues of concern and in nurturing children. These include: Assessing and addressing children’s health needs including behavioral and mental health; supporting families seeking reunification; securing services for kin who are resource families when children have been removed from their primary home; and, intervention and services for children who are victims of commercial sexual exploitation. In FY 2017-18, there were approximately 2,219 children who, along with their families, received intervention services from Children and Family Services under one or more service components. Statistics on the number of children served in individual service components are provided below. a. Emergency Response - Emergency Response (ER) provides 24-hour, 365 days per year response to allegations of child abuse and neglect. Social Workers assess and determine the level of response. Assessments of potential safety risk to children are investigated and interventions Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 211 are initiated as deemed necessary. In FY 2017-18, there were approximately 26,665 calls to the Child Abuse Hotline resulting in approximately 8,010 referrals of suspected abuse, 668 requiring Immediate Response. Approximately half of those required further investigation to assure the safety of children resulting in approximately 307 new cases opened, an average of 26 new cases (children) per month. b. Family Maintenance - Family Maintenance (FM) services are provided to maintain children in their homes while risk of abuse and neglect are addressed and issues that brought the family to the attention of Child Welfare services are addressed. In FY 2017-18, there were approximately 425 children who received FM services with their families for periods up to one year. The average monthly count of children served in FM was 209. c. Family Reunification - When a child is removed from a parent's care due to abuse or neglect, Family Reunification (FR) services are provided to remedy the conditions that led to the removal. The family is engaged and a reunification plan is developed to resolve those issues. In FY 2017-18, there were approximately 733 children who received FR services for up to one year. The average monthly count of children served in the Family Reunification programs was 421. d. Permanency Planning - When reunification is not feasible, Permanency Planning (PP) services assist children in establishing a permanent family with a relative caregiver; an adoptive family or guardian and provides ongoing services until permanency is achieved. In FY 2017-18, approximately 849 children in out-of-home care received ongoing PP services. The average monthly count of children served was 582. The Juvenile Court continues court oversight of these cases. e. Extended Foster Care (Supported Transition) – Foster youth ages 18-21 years old can choose to be served through extended foster care. These young adults, referred to as Non-Minor Dependents (NMDs), are provided transition planning support, case management and foster care. The number of youth served in FY 2017-18 was 194. The average monthly count of youth served was 148. f. Continuum of Care Reform -Continuum of Care Reform (CCR) includes various components of the State Initiative including Resource Home Approval and Children and Family Team Meetings. All types of family homes for out of home placements of children who are not able to remain in family of origin homes require approval, including relative and non-relative placements. Resource Family Home Approval is a primary component of Continuum of Care Reform that streamlines the approval process. In FY 2017-18, approximately 744 children per month resided in various types of family homes that required approval, review and ongoing support. An average of 37 new placements is approved each month. CCR builds family engagement through regularly scheduled Child and Family Team Meetings. These meetings address strengths and challenges of children and families and provide a forum for collaborating with the family for service needs assessment and case planning. Child Welfare Services Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $97,092,426 Financing: 95,837,097 Net County Cost: 1,255,329 Funding Sources: Local 45.9% $44,529,220 Transfers 24.9% 24,159,619 Federal 17.4% 16,905,144 State 10.5% 10,243,114 General Fund 1.3% 1,255,329 FTE: 346.4 Employment and Human Services Health and Human Services 212 County of Contra Costa FY 2019-2020 Recommended Budget Adoption/Foster Care Administration Description: These budget categories provide costs for administration of recruitment, retention and support for stable, safe homes for children who are no longer residing in their family homes. 2. Adoption Services Description: The County’s adoption agency exclusively provides services for abused and neglected children when the child is unable to return to the care of their parent. The agency looks to find families that can best meet the specific needs of these children. The agency also provides post adoption support services to the families and children. In FY 2017-18, approximately 120 children had adoptions finalized. Adoption Administration Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $3,437,221 Financing: 3,426,899 Net County Cost: 10,322 Funding Sources: Local 59.7% $2,052,349 Federal 40.0% 1,374,550 General Fund 0.3% 10,322 FTE: 18.8 3. Foster Care/Adoption Assistance Eligibility Description: This program provides administrative costs for eligibility determination for cash assistance for the care of children placed in foster, relative, guardianship or adoptive homes and institutions. This funding also supports ongoing maintenance and eligibility determination for monthly payments. Programs supported are described below in the Adoption/Foster Care payment portion of this report. In FY 2017-18, approximately 2,460 Foster Care and Adoptions payment cases received ongoing financial support each month for care of children placed in their homes. Foster Care/Adoption Assistance Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $6,022,451 Financing: 5,420,851 Net County Cost: 601,600 Funding Sources: Local 45.2% $2,720,724 Federal 36.6% 2,205,581 Transfers 8.2% 494,546 General Fund 10.0% 601,600 FTE: 25.1 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 213 4. Foster Family Recruitment, Training and Licensing Description: This program processes applications for foster home licenses and provides support services to licensed foster parents including transition to Resource Family Approval. The Substance Abuse (SA)/Human Immunodeficiency Virus (HIV) Infant Program recruits and trains foster parents or relatives to care for substance and alcohol exposed infants. The AB 2129 Foster Parent Training and Recruitment program also supports recruitment and training of Resource Families. In addition, the programs arrange respite care for families to encourage placement of foster children in homes reflecting their racial and cultural heritage. Foster Family Recruitment, Training and Licensing Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,201,059 Financing: 974,762 Net County Cost: 226,297 Funding Sources: Local 58.5% $702,410 State 2.8% 33,620 Federal 19.9% 238,732 General Fund 18.8% 226,297 FTE: 0.9 Adoption/Foster Care Payments The following payment programs provide financial support to homes and facilities for children’s shelter, care and well-being when children cannot remain in their family homes. Count of cases for all programs average 2,952 per month. 5. Adoption Assistance Program Description: The Adoption Assistance Program (AAP) provides payments to families in the adoption process or who have adoptive children into their care. In FY 2017-18, there were approximately 1,650 families per month that received Aid to Adoptions payments. Adoption Assistance Program Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $20,875,827 Financing: 20,132,541 Net County Cost: 743,286 Funding Sources: Local 44.9% $9,381,629 State 11.4% 2,383,924 Federal 40.1% 8,366,988 General Fund 3.6% 743,286 6. Foster Care and Other Out of Home Care Payments Description: This funding stream provides monthly financial compensation to Resource Family Homes and other placement facilities for children in their care. a. County Board and Care – County Board and Care (CBC) provides for children not eligible for Federal or State foster care. In FY 2017-18, the funding supported an average of 20 children per month. In FY 2019-20 under Continuum of Care Reform, the increase in cost is due to an additional projected average of 20 youth in Group Home placements that will no longer be eligible for Federal or State foster care. b. Kin Guardianship Assistance Payment Program – Kinship Guardianship Assistance Payment (Kin-GAP) program provides payments to relative caregivers who have established a guardianship through the Juvenile Dependency Court. In 2015, the definition of “relative” was Employment and Human Services Health and Human Services 214 County of Contra Costa FY 2019-2020 Recommended Budget expanded to include certain eligible non- related extended family. In addition, the Kinship/Foster Care Emergency Fund removes barriers that may impede successful placements in foster family homes or with caregivers who are relatives. The Kin-GAP program enhances family preservation and stability by recognizing many foster children are in long- term, stable placements with relatives. In FY 2017-18, approximately 322 families per month received funding for related children in their care through the Kin-GAP program. c. Foster Care Payments – A Federal, State, and County funded program that provides payment for the care of foster children who are legal dependents of the County. These payments are for children residing in all levels of foster care including residential treatment, relative or non-relative foster care or Foster Family Agency homes. In FY 2017-18, approximately 806 children per month received foster care funding and approximately 100 children per month were approved for emergency foster care funding for new foster care placements. d. Approved Relative Caregiver Funding Option – The Approved Relative Caregiver (ARC) Funding Option supplements CalWORKs payments so that funding is equal to the basic foster care rate to an approved relative caregiver with whom a non-federally eligible child is placed. In FY 2017-18, an average of 51 children per month received ARC funding. e. Emergency Assistance – The Emergency Assistance (EA) program provides short term (12 months) of Federally funded foster care aid to children entering foster care who do not quality for other Federally funded foster care programs. If foster care is needed at the end of 12 months, it is funded by foster care. A monthly average of 100 children received EA in FY 2017-18.     Foster Care and Other Out of Home Care Payments Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $35,282,480 Financing: 32,111,273 Net County Cost: 3,171,207 Funding Sources: Local 26.4% $9,307,321 State 35.3% 12,445,316 Federal 27.9% 9,837,768 Transfers 1.5% 520,868 General Fund 9.0% 3,171,207 Additional Child Welfare and Supportive Services These funds specifically support Child Abuse prevention and early intervention, as well as support for youth transitioning out of foster care. 7. Child Abuse Prevention, Intervention, and Treatment Description: Some funds are specifically designated for child abuse prevention. Decisions regarding use of these funds are made in collaboration with the State Office of Child Abuse Prevention (OCAP). Services are generally provided through contracts with Community Based Organizations. The array of services, funded under Child Abuse Prevention and Family Preservation programs, include services such as parenting classes, substance abuse treatment programs, addressing domestic violence issues and providing after school programs for children and youth. State and Federal funds provide allocations for prevention, early intervention, intervention and/or treatment of child abuse and neglect. Priorities, coordination and maintenance of contracts with Community Based Organizations are managed by the Family and Children’s Trust Committee (FACT). Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 215 Child Abuse Prevention, Intervention and Treatment Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $306,830 Financing: 276,147 Net County Cost: 30,683 Funding Sources: Local 90.0% $276,147 General Fund 10.0% 30,683 8. Family Preservation Program Promoting Safe and Stable Families Description: Promoting Safe and Stable Families (PSSF) supports coordinated child and family services to prevent the unnecessary separation of children from their families, to improve the quality of care and services to children and their families and ensure permanency for children. The Promoting Safe and Stable Families program was established under the Federal Omnibus Budget Act of 1993 (now the Adoption and Safe Families Act). PSSF expenditures must be balanced between these four components: family preservation, community-based family support, time-limited family reunification, and adoption promotion and support. Family Preservation Program Promoting Safe and Stable Families Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,884,254 Financing: 1,498,978 Net County Cost: 385,276 Funding Sources: Local 47.7% $898,978 Federal 31.8% 600,000 General Fund 20.5% 385,276 9. Independent Living Skills Program Description: Independent Living Skills Program (ILSP) provides individual and group support services, for foster youth eligible for Federal foster care funds when transitioning out of the foster care system. This program assists participants to function as self-sufficient adults. ILSP conducts outreach and offers services to over 431 youth between the ages of 16 and 18, and 436 non-minor dependents between the ages of 18 and 21. Independent Living Skills Program Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $1,366,485 Financing: 1,366,485 Net County Cost: 0 Funding Sources: Local 76.0% $1,039,158 Federal 24.0% 327,327 FTE: 9.3 Employment and Human Services Health and Human Services 216 County of Contra Costa FY 2019-2020 Recommended Budget Aging and Adult Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 16,165,428 21,975,751 22,351,048 22,351,048 0 Services And Supplies 19,645,083 22,981,346 26,003,620 26,003,620 0 Other Charges 25,007,954 31,987,450 28,557,436 28,557,436 0 Expenditure Transfers 2,152,482 (3,236,196) (3,400,104) (3,400,104) 0 Expense Total 62,970,946 73,708,351 73,512,000 73,512,000 0 Revenue Other Local Revenue 4,105,278 5,772,555 5,562,381 5,562,381 0 Federal Assistance 9,807,469 12,005,315 13,335,646 13,335,646 0 State Assistance 32,985,098 39,520,312 42,097,973 42,097,973 0 Revenue Total 46,897,845 57,298,182 60,996,000 60,996,000 0 Net County Cost (NCC): 16,073,101 16,410,169 12,516,000 12,516,000 0 Allocated Positions (FTE) 154.5 179.0 171.0 171.0 0.0 Financial Indicators Salaries as % of Total Exp 26% 30% 30% 30% % Change in Total Exp 17% 0% 0% % Change in Total Rev 22% 6% 0% % Change in NCC 2% (24%) 0% Compensation Information Permanent Salaries 9,209,112 12,785,791 13,171,940 13,171,940 0 Temporary Salaries 243,981 0 22,125 22,125 0 Permanent Overtime 93,729 25,833 25,833 25,833 0 Deferred Comp 88,307 165,000 159,480 159,480 0 Comp & SDI Recoveries (49,108) (25,833) (25,833) (25,833) 0 FICA/Medicare 700,812 976,733 1,011,405 1,011,405 0 Ret Exp-Pre 97 Retirees 30,213 206,616 204,691 204,691 0 Retirement Expense 2,933,765 3,958,600 4,003,983 4,003,983 0 Employee Group Insurance 1,357,661 2,026,257 2,333,389 2,333,389 0 OPEB Pre-Pay 1,013,436 1,199,565 1,029,572 1,029,572 0 Unemployment Insurance 21,100 6,393 6,620 6,620 0 Workers Comp Insurance 441,867 650,797 407,843 407,843 0 Labor Received/Provided 80,553 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 217 Description: The Aging and Adult Services Bureau (AAS) provides protective and supportive services to disabled adults and seniors, including: In-Home Supportive Services (IHSS); Adult Protective Services; Area Agency on Aging services; General Assistance; Senior Community Services Employment Program, and other supportive services. The FY 2019-20 Recommended Budget includes an overall decrease of $196,351 compared to FY 2018-19. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. 1. Adult Protective Services Description: Adult Protective Services (APS) receives, screens and investigates reports of physical, emotional or sexual abuse, financial or material exploitation, neglect, isolation or abandonment of individuals 65+, and dependent adults age 18 or over who are unable to protect their own interests, have been harmed, or are threatened with harm. APS includes County Services Block Grant (CSBG) funding that supports the Supplemental Security Income (SSI) Advocacy. APS includes grants from the Office of Emergency Services that fund the provision of services in preventing elder financial abuse, implementation of an elder death protocol review, and supports a multidisciplinary team. In FY 2017-18, APS received over 4,200 reports, a 18.7% increase from the previous year. a. Supplemental Security Income Advocacy Description: The SSI Advocacy program assists disabled individuals to apply for Supplemental Security Income/State Supplemental Program (SSI/SSP) public assistance benefits from the Social Security Administration. This program serves CalWORKs, GA, and Cash Assistance Payments for Immigrant (CAPI) recipients who have been identified as possessing permanent, long-term mental, physical and/or learning disabilities rendering them inappropriate for long-term, gainful employment. In FY 2017-18, there were 246 SSI applications and an average monthly caseload of 213 individuals. b. Cal-OES Grant Description: California Office of Emergency Services provided two grants to improve elder abuse prevention and intervention services within our Adult Protective Services Program. Partner agencies have networked to provide community based case management and participate in the newly formed Multidisciplinary Team Meetings, Financial Abuse Strike Team and the Elder Death Review. The two grants are funded for a total three-and-a-half years each. c. Whole Person Care  Description: Whole Person Care (WPC) is a statewide waiver pilot program for vulnerable Medi-Cal recipients to improve health outcomes and reduce utilization of high-cost services. Contra Costa County Health Services is one of 19 counties participating in the program. The WPC, called CommunityConnect in Contra Costa County, strives to provide client-centered social services coordination and benefit counseling/assistance to high-risk Medi-Cal patients. EHSD entered into an Interagency Agreement with Health Services in 2017 to co-locate 17 EHSD staff within the pilot to provide coordinated health care from a social services perspective. In 2019, the Department is amending this agreement to include 21 positions. Positions include one Division Manager, one Social Work Supervisor II, 16 Social Workers, and three Social Service Program Assistants. d. Home Safe Program Description: EHSD’s AAS Bureau, in partnership with Contra Costa Health Services, Health, Housing and Homelessness Division (H3), has been successfully awarded an allocation of $740,079 from the California Department of Social Services for the Adult Protective Services (APS) Home Safe Program. EHSD will ensure older adults that are homeless or at-risk of Employment and Human Services Health and Human Services 218 County of Contra Costa FY 2019-2020 Recommended Budget homelessness, are provided timely services including housing navigation, case management, and financial assistance to return to permanent housing as quickly as possible. Funds will be used to support one APS Senior Staff Assistant, contracted housing case management, and housing subsidies for up to 50 APS clients who are homeless or at risk of homelessness. The APS Home Safe Program will leverage existing resources within EHSD and H3’s Coordinated Entry System (CES) to provide short-term, time-limited housing supports to vulnerable older adults, and referrals to CES for homeless clients with longer term housing needs. Adult Protective Services Summary Service: Mandatory Level of Service: Discretionary/Mandatory Gross Expenditures: $20,304,645 Financing: 19,091,717 Net County Cost: 1,212,928 Funding Sources: Transfers 54.2% $11,000,150 Local 25.1% 5,101,110 State 13.3% 2,691,894 Federal 1.5% 298,563 General Fund 5.9% 1,212,928 FTE: 79.7 2. Area Agency on Aging Description: The Area Agency on Aging (AAA) supports senior independence and access to community-based services through service contracts and direct staff involvement. Planning and advocacy services are provided for County residents age 60 and over. a. Health Insurance Counseling and Advocacy Program – Health Insurance Counseling and Advocacy Program (HICAP) provides Medicare related health insurance counseling and community education services to seniors and adults with disabilities through a corps of trained volunteers. In FY 2017-18, approximately 6,421 people were reached through counseling, outreach, and other informational sessions. b. Information and Assistance – Information and Assistance (I&A) is a helpline for seniors aged 60 and older, adults with disabilities, and caregivers. Knowledgeable social workers provide information, referrals to appropriate services and support in problem solving. In December 2017, the Call Center expanded to include taking initial reports for APS and initial intake for IHSS. For FY 2017-2018, the Center responded to over 13,000 calls. The top 5 needs of callers were homecare/IHSS (41%), housing (13%), abuse/neglect/crime (11%), insurance (9%) and legal (3%). c. Older Americans Act Grants for Community Programs on Aging – Older Americans Act and Older Californians Act provides grants for Community Programs on Aging. These grants provide information and assistance, supportive social services, congregate meals, home delivered meals, family caregiver support, and elder abuse prevention services to seniors. The Supplemental Nutrition Assistance Program (SNAP)-Education grant was awarded with the goal of improving the likelihood that persons eligible for SNAP will make healthy choices within a limited budget and choose active lifestyles consistent with the current Dietary Guidelines for Americans and MyPlate. AAA has 18 grants for services ranging from senior nutrition (Meals on Wheels), friendly visiting, caregiving, adult day health care and transportation. AAA also works with approximately 2,200 volunteers to provide support to seniors. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 219 d. Tax Aid Program Materials – AAA provides space and materials for the American Association of Retired Persons (AARP) Tax Aid program. This partnership provides free assistance to low and moderate income households to file tax returns and claim eligible deductions. FY 2017-18, over 200 volunteers prepared 5,871 free tax returns for seniors in Contra Costa County. Area Agency on Aging Summary Service: Discretionary/Mandatory Level of Service: Discretionary/Mandatory Gross Expenditures: $5,971,508 Financing: 5,757,650 Net County Cost: 213,858 Funding Sources: Federal 73.6% $4,394,401 State 15.4% 920,366 Local 7.4% 442,883 General Fund 3.6% 213,858 FTE: 11.9 3. General Assistance Eligibility Description: Determines the General Assistance (GA) eligibility for primarily single, unemployed adults who are not eligible for Federal or State-funded cash assistance programs (e.g. CalWORKs). The program is designed to meet the minimum needs of County residents who are unemployed or disabled. General Assistance Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $3,966,126 Financing: 442,694 Net County Cost: 3,523,432 Funding Sources: Transfers 6.5% $256,354 State 4.7% 186,340 General Fund 88.8% 3,523,432 FTE: 17.0 4. General Assistance Cash Assistance Description:  The GA program provides cash assistance to primarily single, unemployed adults who are not eligible for Federal or State- funded cash assistance programs (e.g. CalWORKs). The program is designed to meet the minimum needs of County residents who are unemployed or disabled. In FY 2017-18 the program determined GA benefits for approximately 8,410 individuals, also reviewing and granting eligibility for the CalFresh and Medi-Cal program for GA clients. As of August, 2018 there were 670 individuals receiving GA benefits. General Assistance is at 99% compliance rate for determining applications within 30 days. General Assistance Cash Assistance Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,781,389 Financing: 0 Net County Cost: 2,781,389 Funding Sources: General Fund 100.0% $2,781,389 Employment and Human Services Health and Human Services 220 County of Contra Costa FY 2019-2020 Recommended Budget 5. Indigent Interment Description: The County Interment program authorizes payment for the interment of deceased County residents who do not have resources, or whose next of kin are unable to assume this responsibility. For the FY 2017-18, there were 66 requested interments of indigent individuals, of which 23 were approved, 11 were referred to either the Veterans Service Office or the Public Administrator’s Office, and 32 denied. The majority of the denials were due to the next of kin being over minimum income level. Indigent Interment Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $106,922 Financing: 18,388 Net County Cost: 88,534 Funding Sources: Local 17.2% $18,388 General Fund 82.8% 88,534 6. In-Home Supportive Services Description: Provides administration of the IHSS program and determines eligibility for services. Assesses the need for in-home services and processes payments to those who provide services to over 9,757 aged, blind and disabled recipients, allowing them to safely remain in their own homes and avoid institutionalization. In-Home Supportive Services Administration Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $10,627,321 Financing: 7,386,102 Net County Cost: 3,241,219 Funding Sources: State 69.5% $7,386,102 General Fund 30.5% 3,241,219 FTE: 61.4 7. In-Home Supportive Services Payments Description: Funds County share of wages, health and retirement benefits for providers of IHSS. In-Home Supportive Services Payments Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $41,701,766 Financing: 40,341,009 Net County Cost: 1,360,757 Funding Sources: State 74.1% $30,913,271 Federal 20.5% 8,570,232 Transfers 2.1% 857,506 General Fund 3.3% 1,360,757 8. Senior Community Services Employment Program Description: Senior Community Services Employment Program (SCSEP) provides employment services to 48 low income individuals age 55 and older including employment training in Host Agencies (non- profit and government agencies), career counseling and skills assessments as well as Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 221 unsubsidized job placement. Participants have barriers to employment such as disability, homeless or at risk, low literary, limited English, frail and 75 or older. This program is a four-year Department of Labor program funded by Title V of the Federal Older American Act through National Asian Pacific Center on Aging and the General Fund. Senior Community Services Employment Program Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $166,333 Financing: 72,450 Net County Cost: 93,883 Funding Sources: Federal 43.6% $72,450 General Fund 56.4% 93,883 FTE: 1.0 Employment and Human Services Health and Human Services 222 County of Contra Costa FY 2019-2020 Recommended Budget Workforce Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 84,066,755 79,457,934 83,342,441 83,449,407 106,966 Services And Supplies 23,209,580 25,086,977 26,808,863 26,846,301 37,438 Other Charges 53,189,148 56,535,924 53,964,576 53,964,576 0 Expenditure Transfers 39,307,368 39,766,668 40,183,716 40,183,716 0 Expense Total 199,772,851 200,847,503 204,299,596 204,444,000 144,404 Revenue Other Local Revenue 18,989,426 21,080,305 18,973,987 19,118,391 144,404 Federal Assistance 71,536,601 68,586,981 75,356,310 75,356,310 0 State Assistance 107,014,590 106,846,698 104,048,299 104,048,299 0 Revenue Total 197,540,617 196,513,984 198,378,596 198,523,000 144,404 Net County Cost (NCC): 2,232,234 4,333,519 5,921,000 5,921,000 0 Allocated Positions (FTE) 959.0 839.0 797.0 798.0 1.0 Financial Indicators Salaries as % of Total Exp 42% 40% 41% 41% % Change in Total Exp 1% 2% 0% % Change in Total Rev (1%) 1% 0% % Change in NCC 94% 37% 0% Compensation Information Permanent Salaries 49,557,458 48,023,841 50,708,856 50,768,132 59,276 Temporary Salaries 2,082,611 656,520 656,787 656,787 0 Permanent Overtime 522,350 517,685 517,685 517,685 0 Deferred Comp 697,699 634,680 744,120 746,263 2,143 Comp & SDI Recoveries (473,814) (517,685) (517,685) (517,685) 0 FICA/Medicare 3,825,932 3,718,105 3,946,352 3,950,929 4,577 Ret Exp-Pre 97 Retirees 161,961 91,442 91,442 91,442 0 Retirement Expense 15,777,688 15,044,789 15,229,880 15,248,284 18,404 Employee Group Insurance 8,046,547 7,804,722 9,496,953 9,517,646 20,693 OPEB Pre-Pay 1,327,705 1,015,409 871,513 871,513 0 Unemployment Insurance 113,945 24,013 25,503 25,533 30 Workers Comp Insurance 2,388,639 2,444,413 1,571,035 1,572,878 1,843 Labor Received/Provided 38,034 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 223 Description: The Workforce Services Bureau (WFS) provides financial support and services to low-income individuals, including supportive services, necessary for heads of families and single adults to obtain and retain employment. The FY 2019-20 Recommended Budget reflects an increase of $3,596,497 compared to FY 2018-19, largely due to increased salaries and benefits costs. Baseline included a reduction of 44.4 positions to reduce the Department’s amount of vacant and unfunded positions. The change from the FY 2019-20 Baseline Budget to the Recommended Budget includes the addition of AB109 Grant funding and the addition of 1.0 FTE for the program. The FY 2019-20 Recommended Budget includes an operational vacancy factor of 2.9%, which equates to 56 positions. 1. CalWORKs Programs Description: The California Work Opportunity and Responsibility to Kids (CalWORKs) Program implements the Federal Temporary Assistance to Needy Families (TANF) program. a. CalWORKs Eligibility Services - Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. In FY 2017-18 there were 9,316 applications received, a 1% decrease from the prior year. There was a decrease in caseload during this same period. This program component also includes funding for staff development and welfare fraud investigation. CalWORKs Eligibility Services Service: Mandatory Level of Service: Mandatory Gross Expenditures: $44,024,150 Financing: 43,869,645 Net County Cost: 154,505 Funding Sources: Transfers 48.2% $21,200,159 Federal 43.1% 18,954,030 State 8.4% 3,715,456 General Fund 0.3% 154,505 FTE: 183.8 b. CalWORKs Employment Services - Provides case management of CalWORKs recipients who have a Welfare-to-Work (WTW) requirement. WTW activities are intended to help participants obtain and retain employment, and include supportive services such as housing, transportation, childcare, and referrals for substance abuse, mental health and domestic abuse. Subsidized employment and special support programs are also included. In FY 2017-18 there were 2,825 registered WTW recipients. Approximately 1,778 of those individuals entered employment, 942 exited CalWORKs due to employment and 688 exempt individuals volunteered into receiving WTW services. Employment and Human Services Health and Human Services 224 County of Contra Costa FY 2019-2020 Recommended Budget CalWORKs Employment Services Service: Mandatory Level of Service: Discretionary Gross Expenditures: $31,301,665 Financing: 31,301,665 Net County Cost: 0 Funding Sources: Transfers 48.2% $15,073,776 Federal 43.3% $13,568,190 State 8.5% 2,659,699 FTE: 61.1 c. CalWORKs Cal-Learn - Provides eligibility determination and related service costs of providing intensive case management, supportive services and fiscal *incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal-Learn Program. CalWORKs Cal-Learn Service: Mandatory Level of Service: Discretionary Gross Expenditures: $214,418 Financing: 214,418 Net County Cost: 0 Funding Sources: Transfers 48.2% $103,256 Federal 43.3% 92,943 State 8.5% 18,219 FTE: 0.6 d. CalWORKs Childcare – Provides eligibility determination for subsidized childcare. This program is responsible for State-required reporting and documentation, and making payments to childcare providers. The California Department of Social Services provides Stage One childcare funding for CalWORKs recipients. Stage One supports childcare services to CalWORKs participants who receive aid, stabilizing their current situation with work and/or educational activities. In FY 2017-2018, there were 698 childcare subsidy cases. Once CalWORKs recipients have stabilized, they are referred to the Community Services Bureau for Stage Two childcare services. Stage Two childcare is funded through the California Department of Education. CalWORKs Childcare Service: Mandatory Level of Service: Mandatory Gross Expenditures: $15,393,037 Financing: 15,393,037 Net County Cost: 0 Funding Sources: Transfers 48.2% $7,412,743 Federal 43.3% 6,672,349 State 8.5% 1,307,945 FTE: 24.4 e. CalWORKs Mental Health/Substance Abuse - Provides CalWORKs case management and treatment services to CalWORKs recipients for mental health and substance abuse. CalWORKs Mental Health/Substance Abuse Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,160,977 Financing: 2,160,977 Net County Cost: 0 Funding Sources: State 100.0% $2,160,977 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 225 f. CalWORKs SB 1569 – Provides case management to CalWORKs recipients who are victims of trafficking or crime. CalWORKs SB 1569 Service: Mandatory Level of Service: Mandatory Gross Expenditures: $127,464 Financing: 127,464 Net County Cost: 0 Funding Sources: Transfers 48.2% $61,382 Federal 43.3% 55,251 State 8.5% 10,831 FTE: 0.4 g. CalWORKs Family Stabilization – Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. In FY 2017-18, there were 43 Family Stabilization cases. CalWORKs Family Stabilization Service: Mandatory Level of Service: Mandatory Gross Expenditures: $985,183 Financing: 985,183 Net County Cost: 0 Funding Sources: Transfers 48.2% $474,429 Federal 43.3% 427,043 State 8.5% 83,711 FTE: 3.0 h. Expanded Subsidized Employment – The Expanded Subsidized Employment program (Expanded CCWORKS) provides work opportunities in the public, private and nonprofit sectors, and the wage is subsidized for six (6) months. The program focuses on serving participants who have limited English proficiency, veterans, those challenged by domestic violence, disabled individuals, pregnant and parenting teens, individuals with a criminal or arrest record/history, and participants completing the family stabilization component of the Welfare-to-Work program. In FY 2017-18 157 individuals were placed in subsidized employment positions. CalWORKs Expanded Subsidized Employment Service: Mandatory Level of Service: Discretionary Gross Expenditures: $3,472,368 Financing: 3,472,368 Net County Cost: 0 Funding Sources: Federal 98.3% $3,414,480 State 1.7% 57,888 FTE: 14.7 i. CalWORKs Housing Support - The CalWORKs Housing Support (HousingWORKs) program provides eligible homeless CalWORKs families assistance in locating a residence and provides a rent subsidy for up to six months. The Employment and Human Services Department, in partnership with the Contra Costa County Health Services Behavioral Health Division Office of Homeless Programs (CCHP), oversees the HousingWORKS Program. In FY 2017-18 82 participants received Housing Support assistance. Employment and Human Services Health and Human Services 226 County of Contra Costa FY 2019-2020 Recommended Budget CalWORKs Housing Support Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $2,415,719 Financing: 2,415,719 Net County Cost: 0 Funding Sources: Federal 83.6% $2,019,790 State 16.4% 395,929 2. CalWORKs Cash Assistance Description: Cash assistance to eligible families based on income levels. As of January 1, 2013, a 24-month Welfare-to-Work clock was implemented requiring participants to meet specific work participation requirements in order to continue eligibility for the remaining 24-month period. The average monthly caseload for FY 2017-18 was 8,585, a 2% decrease in the from the previous year. CalWORKs Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $47,412,843 Financing: 46,547,370 Net County Cost: 865,473 Funding Sources: Local 40.0% $18,952,287 State 37.6% 17,818,879 Federal 20.6% 9,776,204 General Fund 1.8% 865,473 3. CalFresh Eligibility Description: Provides application processing and eligibility determination for both cash and non-cash assisted families. During FY 2017-18 34,814 CalFresh applications were received. There are approximately 72,632 individuals enrolled in the program, about a 15% increase from the previous fiscal year. Eligibility determination for the Work Incentive Nutritional Supplement (WINS) program is also provided. CalFresh Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $39,235,607 Financing: 34,394,675 Net County Cost: 4,840,932 Funding Sources: Federal 51.7% $20,294,614 State 36.0% 14,100,061 General Fund 12.3% 4,840,932 FTE: 195.4 4. Standard Utility Assistance Subsidy (SUAS) and Work Incentive Nutritional Supplement (WINS) Cash Assistance Description: CalFresh benefits are issued directly by the State of California through a third- party vendor and not included in the EHSD budget. However, cash assistance for the SUAS and WINS programs are paid directly from the Department budget. SUAS provides an annual $20.01 utility assistance benefit to eligible CalFresh households. In FY 2017-18, there was a total of 11,468 cases. WINS provides $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. In FY 2017-18, there was an average of 2,715 cases. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 227 SAUS and WINS Supplement Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $446,468 Financing: 446,468 Net County Cost: 0 Funding Sources: State 100% $446,468 5. Medi-Cal Eligibility Description: Provides application processing, eligibility determination and ongoing case management for more than 50 Medi-Cal programs and the implementation Affordable Care Act programs. These major Medi-Cal programs provide comprehensive medical services to children and adults in low-income families. In FY 2017-18 there were approximately 45,344 Medi-Cal applications received, a 3% decrease from the previous year. Throughout the fiscal year, there were an average of 128,124 Medi-Cal cases per month. Medi-Cal Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $61,234,559 Financing: 61,234,559 Net County Cost: 0 Funding Sources: State 100.0% $61,234,559 FTE: 313.4 6. Refugee Programs Eligibility Description: Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and the Cash Assistance Program for Immigrants (CAPI). CAPI is a State funded program that provides cash assistance for aged, blind and disabled legal immigrants who do not qualify for Federal Supplemental Security Income/State Supplemental Program (SSI/SSP) because of welfare reform changes. FY 2017-18, General Assistance staff took in 326 CAPI applications. Refugee Programs Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $29,642 Financing: 29,642 Net County Cost: 0 Funding Sources: State 100.0% $29,642 FTE: 0.2 7. Refugee Programs Cash Assistance Description: Provides payments for the Refugee Cash Assistance (RCA). In FY 2017- 18, there were 31 cases. Refugee Programs Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $89,451 Financing: 89,451 Net County Cost: 0 Funding Sources: Federal 91.0% $81,416 State 9.0% 8,035 Employment and Human Services Health and Human Services 228 County of Contra Costa FY 2019-2020 Recommended Budget 8. Service Integration Team / SparkPoint Description: a. Service Integration Teams (SIT): Workforce Services partners with the Family Justice Center (FJC) to co-locate Social Service Program Assistants (SSPAs) at FJC locations in Richmond and Concord. These SSPAs continue to provide intensive case management to serve as a path forward in providing holistic wraparound services to eligible families, averaging seven families assisted annually, using an assessment tool to determine the client’s employment needs and any barriers. Via continual collaboration with the nonprofit Diablo Women’s League, SIT also helped provide 120 families with additional food supplies throughout the year. For economic-related programs, the North Richmond Service Integration Team provided fax, typing and other business related services on site to 375 individuals. The SIT SSPAs continue to complete the entire County’s CalFresh certifications for cases transitioning off CalWORKs due to obtaining employment. SIT continues to be the beacon for assisting Welfare-to-Work participants through the CCWORKS program. Last year, six CCWORKS participants earned subsidized wages to terminate their CalWORKs grant. Approximately 50% of the participants took their training from their SIT employment and went on to secure unsubsidized employment. b. SparkPoint: SparkPoint Contra Costa is a program that provides a partnership of public and private community based organizations to provide integrated services through a continuum of care, including public benefits, SparkPoint financial services, workforce development, and resource giveaways (e.g. turkeys, bikes, toys, clothing). In the past year, 64% of SparkPoint clients were using public benefits (Medi-Cal, SSI/SSDI, WIC, CalWORKs, etc.). Approximately 1,100 clients were served by SparkPoint in the past year. SparkPoint services move people toward self-sufficiency goals measured by four components: income of $63,027 for a family of four with two school-aged children, no revolving debt, a credit score of 700 or above, and/or three months of liquid savings. In the past year, 40% of SparkPoint clients achieved at least one of the four components of financial stability. Also, SparkPoint clients looking for employment were placed in jobs earning an average of $16.45 per hour, which is well above minimum wage. c. AB109 Reentry: New AB109 grant funding was awarded to the Department to fund one full-time Social Services Program Assistant position to serve individuals re-entering the community from incarceration, ensuring their timely access to needed public benefits, and coordinating with community agencies. Service Integration Team / SparkPoint Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $323,760 Financing: 263,670 Net County Cost: 60,090 Funding Sources: Local 51.3% $166,104 Transfers 30.1% 97,566 General Fund 18.6% 60,090 FTE: 1.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 229 Covered California Call Center General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 0 0 0 0 0 Services And Supplies 0 0 0 0 0 Other Charges 0 0 0 0 0 Expenditure Transfers 0 0 0 0 0 Expense Total 0 0 0 0 0 Revenue State Assistance 368,703 0 0 0 0 Revenue Total 368,703 0 0 0 0 Net County Cost (NCC): (368,703) 0 0 0 0 Allocated Positions (FTE) 0.0 0.0 0.0 0.0 0.0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 0% 0% 0% % Change in Total Rev (100%) 0% 0% % Change in NCC (100%) 0% 0% Description: In 2013, Contra Costa County Employment and Human Services Department entered into a contractual agreement with the State of California to run the only county-operated statewide Call Center which provides healthcare enrollment services under the Affordable Care Act to California residents. The Contra Costa County Covered California Call Center (also known as 7Cs) launched the third open enrollment services on October 1, 2015. From October 1, 2015 through February 2016, the 7Cs handled approximately 142,140 calls based on data provided by Covered California. Contra Costa County’s contract with Covered California to run this call center ended on December 31, 2016. No calls were taken after November 30, 2016. 276,581 calls were handled from January 1, 2016 through November 30, 2016 based on data provided by Covered California. Covered California Call Center Service: Mandatory Level of Service: Mandatory Gross Expenditures: $0 Financing: 0 Net County Cost: 0 Funding Sources: Federal 100.0% $0 Employment and Human Services Health and Human Services 230 County of Contra Costa FY 2019-2020 Recommended Budget Ann Adler Children and Family Trust General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 83,403 80,000 80,000 80,000 0 Expense Total 83,403 80,000 80,000 80,000 0 Revenue Other Local Revenue 83,403 80,000 80,000 80,000 0 Revenue Total 83,403 80,000 80,000 80,000 0 Net County Cost (NCC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (4%) 0% 0% % Change in Total Rev (4%) 0% 0% % Change in NCC 0% 0% 0% Description: In 1991, the Board of Supervisors created the Ann Adler Children and Family program with oversight from the Family and Children's Trust Committee. Donations received from individuals, public, private and other agencies are allocated through contracts to support programs for the care of abused, neglected and at-risk children. The FY 2019-20 Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Ann Adler Children and Family Trust Service: Discretionary Level of Service: Discretionary Gross Expenditures: $80,000 Financing: 80,000 Net County Cost: 0 Funding Sources: Local 100.0% $80,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 231 Workforce Development Board General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,142,246 1,592,884 1,695,756 1,695,756 0 Services And Supplies 3,009,724 4,025,921 4,342,193 4,342,193 0 Other Charges 528,738 657,697 648,516 648,516 0 Expenditure Transfers 2,143,295 (5,536) (1,465) (1,465) 0 Expense Total 6,824,003 6,270,966 6,685,000 6,685,000 0 Revenue Other Local Revenue 399,726 573,640 490,463 490,463 0 Federal Assistance 4,014,852 5,697,326 6,194,537 6,194,537 0 State Assistance 139,086 0 0 0 0 Revenue Total 4,553,664 6,270,966 6,685,000 6,685,000 0 Net County Cost (NCC): 2,270,339 0 0 0 0 Allocated Positions (FTE) 9.0 11.0 11.0 11.0 0.0 Financial Indicators Salaries as % of Total Exp 17% 25% 25% 25% % Change in Total Exp (8%) 7% 0% % Change in Total Rev 38% 7% 0% % Change in NCC (100%) (79%) 0% Compensation Information Permanent Salaries 747,815 989,928 1,072,301 1,072,301 0 Temporary Salaries 104,082 0 0 0 0 Deferred Comp 17,976 23,340 23,340 23,340 0 FICA/Medicare 64,946 75,730 82,356 82,356 0 Ret Exp-Pre 97 Retirees 2,444 6,028 6,028 6,028 0 Retirement Expense 235,291 305,377 323,671 323,671 0 Employee Group Insurance 60,629 113,199 129,988 129,988 0 OPEB Pre-Pay 28,406 28,400 24,375 24,375 0 Unemployment Insurance 1,862 495 538 538 0 Workers Comp Insurance 33,490 50,387 33,158 33,158 0 Labor Received/Provided (154,693) 0 0 0 0 Employment and Human Services Health and Human Services 232 County of Contra Costa FY 2019-2020 Recommended Budget Description: The Workforce Development Board (WDB) is a 25-member, business-led body whose members are appointed by the Contra Costa County Board of Supervisors to shape and strengthen local and regional workforce development efforts. The WDB brings together leaders from business, economic development, education, labor, community- based organizations, and public agencies to align a variety of resources and organizations to enhance the competitiveness of the local workforce and support economic vitality in our region. The WDB promotes a workforce development system that meets the needs of businesses, job seekers, and workers, to support a strong and vibrant economy in Contra Costa County. The FY 2019-20 Recommended Budget compared to FY 2018-19 is increased by $414,034. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. 1. Workforce Innovation & Opportunity Act Description: The Workforce Innovation and Opportunity Act (WIOA) of 2014 supersedes the Workforce Investment Act of 1998 and amends the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. WIOA brings together, in strategic coordination, the core skill development programs receiving Federal investment:  Employment and training services for adults, dislocated workers, and youth and Wagner-Peyser employment services administered by the Department of Labor through formula grants to states; and  Adult Education and Literacy programs and Vocational Rehabilitation State grant programs that assist individuals with disabilities in obtaining employment administered by the Department of Education. WIOA’s three hallmarks of excellence:  The needs of businesses and workers drive workforce solutions and local boards are accountable to communities in which they are located.  American Job Centers provide excellent customer service to jobseekers and employers and focus on continuous improvement.  The workforce system supports strong regional economies and plays an active role in community and workforce development. Programs overseen by the WDB serve more than 12,000 individuals and 1,000 businesses annually. The WDB administers the service delivery of the following: a. Adult Program - Through the local network of EASTBAY Works America Job Center of California (AJCC) and partner access sites, this program provided basic and individualized career services to over 12,000 people in FY 2017-18. Basic career services are universally accessible and must be made available to all individuals seeking employment and training services in at least one comprehensive AJCC per local area. Basic Career Services include: initial skill assessment, labor exchange services, provision of information on programs and program referrals, and eligibility determination. Individualized Career Services include specialized assessments, developing an individual employment plan, career counselling, job search and placement assistance, and may include Training Services and Supportive Services. Training Services may include: career technical education, on-the-job training, and other training programs that combine work- based learning with related instructional activities and services. Supportive Services Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 233 may include: child care assistance, transportation assistance, educational books/supplies, work related needs, cost of industry recognized certifications, etc. b. Dislocated Worker Program - Provides the same services as the Adult Program except only serves recently unemployed participants identified as eligible “dislocated workers”, as defined in Federal and State regulations. In FY 2017-18, 138 individuals were served through the program. Rapid Response funding augments this program by providing outplacement services to individuals being displaced from employment due to a layoff or business closure. c. Youth Program - Provides services for low- income youth and young adults between the ages of 14-24 years old (in-school and out- of-school) beginning with career exploration and guidance, continued support for educational attainment, opportunities for skills training in in-demand industries and occupations, and culminating with a good job along a career pathway or enrollment in post-secondary education. In FY 2017-2018, 256 youth participated. Services include paid and unpaid work experience, occupational skills training, tutoring, study skills training, alternative secondary school services, mentoring and comprehensive guidance, career training, and counseling. WIOA requires a minimum of 75% of State and Local youth funding be used for out-of- school youth and 20% must be used for work based learning opportunities. d. Grant-Funded Programs – The WDB administers grant-funded programs of varying duration and scope. Grant funds are often WIOA funds obtained through competitive processes, but may include other Federal, State, local, and private sources as well. The WDB was also awarded WIOA discretionary funding for being a high performing board in the amount of $59,839. The WDB continues to receive approximately $208,000 of AB109 funding annually to support capacity building and businesses engagement, focusing on supporting the needs of the reentry population. Additionally, AB2060 funding of $341,300 has been granted to the WDB, further supporting reentry efforts. On behalf of a regional proposal, the WBD has received $250,000 for the Disabilities Employment Accelerator grant which provides work experience for people with disabilities. The WDB also received SlingShot/Accelerator funding in the amount of $134,000 to support regional partnerships in identified priority sectors, which will sunset in December of 2019. Contra Costa is the lead local workforce board in receiving funding ($286,000) to support the development of the East Bay Regional Planning Unit under the California Workforce Development Board and was awarded an additional $750,000 for the regional implementation for the period of January 2018 through June of 2019. Workforce Innovation & Opportunity Act Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $7,054,346 Financing: 7,054,346 Net County Cost: 0 Funding Sources: Federal 82.2% $5,798,170 Transfers 11.7% 827,889 Local 6.1% 428,287 FTE: 10.0 2. Small Business Development Center Description: Partially funded by the Small Business Administration (SBA), the Contra Costa Small Business Development Center (SBDC) is hosted by the WDB and delivers individualized advising and training in collaboration with community partners to business owners, self-employed, and emerging entrepreneurs seeking assistance in starting, growing or managing their operations. All services are no cost and offered throughout the Employment and Human Services Health and Human Services 234 County of Contra Costa FY 2019-2020 Recommended Budget County. In FY 2017-18, the SBDC delivered 168 trainings to 730 participants, creating 33 new business and 198 new job opportunities. Through the efforts of the SBDC, businesses were able to increase their sales by $13.17 million and increased their debt/equity in small businesses by $7.39 million. Types of assistance may include:  Financing/small business loans  Government contracting  Corporate procurement  Action, business and strategic planning  Financial projections, analysis and cash flow management  Sales, marketing and promotion Small Business Development Center Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $458,543 Financing: 458,543 Net County Cost: 0 Funding Sources: Federal 86.4% $396,367 Local 13.6% 62,176 FTE: 1.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 235 Community Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 15,515,876 19,578,330 19,901,671 19,901,671 0 Services And Supplies 12,801,557 14,217,443 15,016,616 15,016,616 0 Other Charges 36,638 38,499 68,971 68,971 0 Fixed Assets 155,321 133,633 500,000 500,000 0 Expenditure Transfers 7,251,602 9,145,218 10,740,742 10,740,742 0 Expense Total 35,760,994 43,113,123 46,228,000 46,228,000 0 Revenue Other Local Revenue 11,389,486 11,344,199 12,840,069 12,840,069 0 Federal Assistance 25,784,849 31,318,141 33,011,632 33,011,632 0 State Assistance 173,629 216,995 217,299 217,299 0 Revenue Total 37,347,963 42,879,335 46,069,000 46,069,000 0 Net County Cost (NCC): (1,586,969) 233,788 159,000 159,000 0 Allocated Positions (FTE) 190.0 216.0 207.0 207.0 0.0 Financial Indicators Salaries as % of Total Exp 43% 45% 43% 43% % Change in Total Exp 21% 7% 0% % Change in Total Rev 15% 7% 0% % Change in NCC (115%) (32%) 0% Compensation Information Permanent Salaries 8,331,751 11,070,060 11,285,563 11,285,563 0 Temporary Salaries 1,023,094 188,611 188,611 188,611 0 Permanent Overtime 15,563 25,093 25,093 25,093 0 Deferred Comp 72,833 159,750 171,661 171,661 0 Comp & SDI Recoveries (11,660) (30,353) (30,353) (30,353) 0 FICA/Medicare 688,760 845,007 867,731 867,731 0 Ret Exp-Pre 97 Retirees 27,762 34,831 34,831 34,831 0 Retirement Expense 2,610,791 3,423,522 3,414,606 3,414,606 0 Employee Group Insurance 1,563,951 2,530,307 2,742,519 2,742,519 0 Retiree Health Insurance 564,079 519,850 637,447 637,447 0 OPEB Pre-Pay 242,650 242,650 208,264 208,264 0 Unemployment Insurance 20,766 5,535 5,686 5,686 0 Workers Comp Insurance 379,604 563,466 350,012 350,012 0 Labor Received/Provided (14,069) 0 0 0 0 Employment and Human Services Health and Human Services 236 County of Contra Costa FY 2019-2020 Recommended Budget Description: Community Services Bureau (CSB) has provided services to Contra Costa County residents since 1965. As the Community Action designee for Contra Costa County, CSB offers comprehensive Head Start and State funded childcare programs for families and children ages 0-5; energy assistance and weatherization and CalWORKs childcare vouchers for Welfare-to-Work recipients. CSB has partnerships with dozens of non-profit community organizations that provide an array of family services. CSB utilizes a comprehensive approach to childcare, providing high quality educational care to children and their families, with individualized support for their physical, nutritional, and mental health, disabilities needs and school readiness. The FY 2019-20 Baseline Budget reflects a net increase in operating expenses of $3,114,877 from the FY 2018-19 Budget. Baseline included a reduction of 12 positions to reduce the Department’s amount of vacant and unfunded positions. Baseline revenues are projected to increase by $3,189,665 from the current year’s funding level. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Early Care and Education Programs 1. Head Start Description: Head Start provides part-day and full-day educational and comprehensive services to 1,351 income-eligible children three to five years old and their families. Approximately $3.77 million in Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to 580 children in full-day childcare. Head Start revenue also funds enhancement services to three partnering childcare agencies and home visitation services to 12 children and their families. Head Start Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $18,985,519 Financing: 18,985,519 Net County Cost: 0 Funding Sources: Federal 98.9% $18,768,524 State 1.1% 216,995 FTE: 70.0 2. Comprehensive Funding Model (formerly known as Child Start) Description: The Comprehensive Funding Model combines Head Start, Early Head Start and Child Development Funds to provide year- round childcare (10.5 hours per day) for about 809 children of low-income working parents. This program also funds family development services including employment assistance, health access, food referrals and housing support. Services are available at 13 centers with 56 classrooms in or close to neighborhoods where the children live. Comprehensive Funding Model Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $11,640,774 Financing: 11,640,774 Net County Cost: 0 Funding Sources: Local 75.2% $8,748,264 Transfers 24.8% 2,892,510 FTE: 67.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 237 3. Early Head Start Description: Early Head Start provides infant, toddler and family comprehensive services to 573 eligible children and their families. Approximately $2.93 million in Early Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to 229 children in full-day childcare. Services are provided at sites located in Richmond, Bay Point, Rodeo, San Pablo, Oakley, Concord, and Brentwood, as well as through partner agencies in Richmond, Concord, El Cerrito, Martinez, Pittsburg, Antioch and multiple community partnerships with Contra Costa Child Care Council (via 13 Family Child Care Homes), Crossroads, Martinez ECC, First Baptist Church, KinderCare, Tiny Toes, YMCA, and Baby Yale Academy. Early Head Start Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $10,871,284 Financing: 10,871,284 Net County Cost: 0 Funding Sources: Federal 99.8% $10,870,480 Local 0.1% 500 State 0.1% 304 FTE: 31.0 4. Child Nutrition Description: Child Nutrition prepares and delivers approximately 466,925 meals (breakfast, snacks, and lunch) to more than 1,000 children enrolled in Head Start and Child Development childcare centers throughout the County. Childhood Nutrition Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,510,886 Financing: 1,510,886 Net County Cost: 0 Funding Sources: Local 82.0% $1,238,947 Transfers 18.0% 271,939 FTE: 12.0 Anti-Poverty Programs 5. Community Action Programs Description: Community Action Programs (CAP) provide assistance to low-income families and individuals to remove obstacles and solve problems that block the achievement of self- sufficiency. Utilizing Federal Community Services Block Grants (CSBG) and other local funds, the program supports activities that can achieve measurable outcomes in educational capability, literacy skills, housing attainment, income enhancement, disaster preparedness, and nutritional needs. The program is also used to support the developmental needs of at-risk youth in low-income communities. The CAP’s advisory body, the Economic Opportunity Council (EOC), has declared the following priority areas for ameliorating poverty in Contra Costa County: Housing/Shelter, Food/Nutrition, Employment/Job Training, and Comprehensive Health Services. Community Services Bureau operates an in-house job- training program funded by CSBG and subcontracts with 10 community-based agencies to support work in these priority areas. Employment and Human Services Health and Human Services 238 County of Contra Costa FY 2019-2020 Recommended Budget Community Action Programs Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $4,679,140 Financing: 4,520,140 Net County Cost: 159,000 Funding Sources: Local 61.0% $2,852,358 Federal 19.9% 930,211 Transfers 15.7% 737,571 General Fund 3.4% 159,000 FTE: 23.0 6. Housing & Energy Description: The Housing & Energy program combines funding from the U.S. Department of Energy and the U.S. Health and Human Services Department to provide utility bill payment assistance, energy education and weatherization services to approximately 4,610 low-income residents of the County. The average grant for energy assistance in Contra Costa County is $337 per household, per year.   Housing & Energy Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $2,442,685 Financing: 2,442,685 Net County Cost: 0 Funding Sources: Federal 99.9% $2,442,417 Transfers 0.1% 268 FTE: 4.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 239 Contra Costa Alliance to End Abuse (formerly the Zero Tolerance for Domestic Violence) General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 2,371,678 2,634,443 2,160,107 2,160,107 0 Expenditure Transfers 256,745 359,791 272,893 272,893 0 Expense Total 2,628,423 2,994,234 2,433,000 2,433,000 0 Revenue Federal Assistance 959,768 1,150,750 754,000 754,000 0 Revenue Total 959,768 1,150,750 754,000 754,000 0 Net County Cost (NCC): 1,668,655 1,843,484 1,679,000 1,679,000 0 Financial Indicators Salaries as % of Total Exp 0% 0% 0% 0% % Change in Total Exp 14% (19%) 0% % Change in Total Rev 20% (34%) 0% % Change in NCC 10% (9%) 0% Description: The Contra Costa Alliance to End Abuse, founded by the Board of Supervisors in 2001, works to reduce interpersonal violence (domestic violence, sexual assault, elder abuse, child abuse, and human trafficking) by linking the County and the community, aligning policies, practices and protocols, and fostering the development and implementation of collaborative, coordinated, and integrated intervention and prevention services. The initiative supports three of Contra Costa’s community outcomes: “Children and Youth are Healthy and Preparing for Productive Adulthood”, “Families that are Safe, Stable and Nurturing” and “Communities that are Safe and Provide a High Quality of Life”. The 2017-18 fiscal year actuals included one- time expenditures for contract consultants to identify and establish new program models. The FY 2018-19 budget included inflated appropriations for contracts in error. The FY 2019-20 Recommended Budget includes no reductions to programs or services. Contra Costa Alliance to End Abuse Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $2,433,000 Financing: 754,000 Net County Cost: 1,679,000 Funding Sources: Federal 31.0% $754,000 General Fund 69.0% 1,679,000 Employment and Human Services Health and Human Services 240 County of Contra Costa FY 2019-2020 Recommended Budget County Children's Trust County Children’s Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 241,730 185,000 185,000 185,000 0 Other Charges 0 222,122 0 0 0 Expense Total 241,730 407,122 185,000 185,000 0 Revenue Other Local Revenue 203,115 185,000 185,000 185,000 0 Revenue Total 203,115 185,000 185,000 185,000 0 Net Fund Cost (NFC): 38,615 222,122 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 68% (55%) 0% % Change in Total Rev (9%) 0% 0% % Change in NFC 475% (100%) 0% Description: In 1982, AB 2994 allowed counties to establish funding through birth certificate fees. The Family and Children's Trust Committee makes recommendations regarding funding for various contracts to provide child abuse prevention services. Fees are deposited in a special fund separate from the General Fund. The FY 2019-20 Baseline Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. County Children’s Trust - Fund 132800 Service: Discretionary Level of Service: Discretionary Gross Expenditures: $185,000 Financing: 185,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $185,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 241 In-Home Supportive Services Public Authority IHSS Public Authority Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,403,744 1,589,282 1,653,622 1,653,622 0 Services And Supplies 171,726 155,609 170,751 170,751 0 Other Charges 480,376 520,813 518,627 518,627 0 Expenditure Transfers 10 99,884 0 0 0 Expense Total 2,055,856 2,365,588 2,343,000 2,343,000 0 Revenue Other Local Revenue 415,625 460,328 434,326 434,326 0 Federal Assistance 1,007,646 1,181,228 1,221,661 1,221,661 0 State Assistance 632,584 624,148 687,013 687,013 0 Revenue Total 2,055,856 2,265,704 2,343,000 2,343,000 0 Net Fund Cost (NFC): 0 99,884 0 0 0 Financial Indicators Salaries as % of Total Exp 68% 67% 71% 0% % Change in Total Exp 15% (1%) 0% % Change in Total Rev 10% 3% 0% % Change in NFC 100% (100%) 0% Compensation Information Permanent Salaries 860,036 956,035 997,172 997,172 0 Deferred Comp 16,495 15,900 19,674 19,674 0 FICA/Medicare 63,753 65,486 71,721 71,721 0 Retirement Expense 315,127 323,558 355,379 355,379 0 Employee Group Insurance 145,884 225,855 192,946 192,946 0 Retiree Health Insurance 520 520 16,254 16,254 0 Unemployment Insurance 1,929 1,928 476 476 0 Description: The In-Home Supportive Services (IHSS) Public Authority is associated with the Aging and Adult Services Bureau and provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers, enrolls all new IHSS providers and delivers provider orientations. The Public Authority also serves as the employer of record (for purposes of collective bargaining) for IHSS providers, provides staff support to the IHSS Advisory Committee and performs other Board- approved functions related to the delivery of In- Home Supportive Services. In FY 2017-18, the Public Authority received 300 provider applications and added 121 new providers to the registry. Employment and Human Services Health and Human Services 242 County of Contra Costa FY 2019-2020 Recommended Budget The FY 2019-20 Recommended Budget reflects an overall expenditure decrease of $22,588 compared to FY 2018-19. There is no change from the Baseline Budget to the Recommended Budget for FY 2019-20. IHSS Public Authority Summary - Fund 115500 Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,343,000 Financing: 2,343,000 Net Fund Cost: 0 Funding Sources: Federal 52.2% $1,221,661 State 29.3% 687,013 Local 18.5% 434,326 * The Public Authority has 16.0 FTE’s that are not employees of the County. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 243 Child Development Fund Child Development Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 8,575,795 8,647,792 8,323,885 8,323,885 0 Services And Supplies 3,761,165 3,995,441 5,039,519 5,039,519 0 Other Charges 6,917,049 5,797,904 7,975,332 7,975,332 0 Fixed Assets 0 200,000 300,000 300,000 0 Expenditure Transfers 9,283,991 10,952,164 10,261,264 10,261,264 0 Expense Total 28,538,001 29,593,301 31,900,000 31,900,000 0 Revenue Other Local Revenue 7,000,982 8,140,538 7,421,247 7,421,247 0 State Assistance 21,556,644 21,153,897 24,478,753 24,478,753 0 Revenue Total 28,557,626 29,294,435 31,900,000 31,900,000 0 Net Fund Cost (NFC): (19,625) 298,866 0 0 0 Allocated Positions (FTE) 117.0 114.0 106.0 106.0 0.0 Financial Indicators Salaries as % of Total Exp 30% 29% 26% 26% % Change in Total Exp 4% 8% 0% % Change in Total Rev 3% 9% 0% % Change in NFC (1,623%) (100%) (0%) Compensation Information Permanent Salaries 4,071,928 4,688,432 4,583,106 4,583,106 0 Temporary Salaries 1,161,846 287,960 287,960 287,960 0 Permanent Overtime 18,271 2,110 2,110 2,110 0 Deferred Comp 19,700 45,240 45,240 45,240 0 Comp & SDI Recoveries (927) (29,329) (29,329) (29,329) 0 FICA/Medicare 378,986 358,665 353,793 353,793 0 Ret Exp-Pre 97 Retirees 12,546 23,096 23,096 23,096 0 Retirement Expense 1,293,607 1,461,932 1,389,475 1,389,475 0 Employee Group Insurance 1,038,614 1,207,728 1,247,160 1,247,160 0 Retiree Health Insurance 314,766 360,974 276,657 276,657 0 Unemployment Insurance 11,515 2,343 2,317 2,317 0 Workers Comp Insurance 211,267 238,641 142,300 142,300 0 Labor Received/Provided 43,676 0 0 0 0 Employment and Human Services Health and Human Services 244 County of Contra Costa FY 2019-2020 Recommended Budget Description: The Child Development Fund provides funding for the California State Preschool Program and General Child Care & Development Program (CCTR) that serves about 1,285 children of low- and middle-income families in 12 centers with 48 classrooms and eight partner agencies throughout the County. In addition, the Child Development Fund provides funding to CalWORKs Stage 2 and the California Alternative Payment Program (CAPP), which serve 621 children of families transitioning from TANF to work. Participation in CalWORKs Stage 2 and CAPP enables parents to remain stable in their new job environment. FY 2019-20 Child Development Fund Baseline Budget reflects an increase in operating expenses of $2,306,699 from FY 2018-19 Budget. Baseline included a reduction of three positions to reduce the Department’s amount of vacant and unfunded positions. Baseline revenues are projected to increase by $2,605,565 from FY 2018-19 Budget, due to State increases in CalWORKs Stage 2 and the California Alternative Payment Program. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Child Development Fund Summary - Fund 111600 Service: Discretionary Level of Service: Mandatory Expenditures: $31,900,000 Financing: 31,900,000 Net Fund Cost: 0 Funding Sources: Local 23.3% $7,421,247 State 76.7% 24,478,753 FTE: 106.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 245 Childcare Enterprise Fund Childcare Enterprise Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 0 1,000 911 911 0 Other Charges 0 1,000 1,000 1,000 0 Expenditure Transfers 0 72,089 72,089 72,089 0 Expense Total 0 74,089 74,000 74,000 0 Revenue Other Local Revenue 0 74,089 74,000 74,000 0 Revenue Total 0 74,089 74,000 74,000 0 Net Fund Cost (NFC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 100% 0% 0% % Change in Total Rev 100% 0% 0% % Change in NFC 0% 0% 0% Description: The Childcare Enterprise program was approved by the Board of Supervisors on September 18, 2007. This tuition-based program offers child day care at below market rates to families who cannot otherwise afford the cost of childcare in order to stay in the workforce and remain self-sufficient. Childcare Enterprise Fund services are integrated in classrooms at several of the centers throughout the County. The number of tuition-based slots in each classroom depends upon the number of lower-income families that demonstrate the need for affordable childcare in each of those areas. These tuition- based slots are commingled with Head Start and State Child Development slots. The FY 2019-20 Baseline Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Childcare Enterprise - Fund 142500 Service: Discretionary Level of Service: Mandatory Expenditures: $74,000 Financing: 74,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $74,000 Employment and Human Services Health and Human Services 246 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Alliance to End Abuse - Special Revenue Fund Domestic Violence Victim Assist Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 149,682 198,372 290,000 290,000 0 Expense Total 149,682 198,372 290,000 290,000 0 Revenue Other Local Revenue 146,073 152,664 290,000 290,000 0 Revenue Total 146,073 152,664 290,000 290,000 0 Net Fund Cost (NFC): 3,609 45,708 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 33% 46% 0% % Change in Total Rev 5% 90% 0% % Change in NFC 1,166% (100%) 0% Description: Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by Welfare and Institutions Code §18290-18308. Twenty-three dollars of each marriage license fee has been dedicated to fund these services. Additional funds are also provided through court fines under Penal Code §1203.097. Monies are used to pay for a portion of the STAND! for Families Free of Violence program. The FY 2019-20 Baseline Budget includes a revenue increase of $137,336 from the FY 2018- 19 Budget. The increase in revenue is largely due to a Blue Shield of California Foundation grant, which supports a collaborative approach to addressing domestic violence and abuse. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Contra Costa Alliance to End Abuse – Special Revenue Fund Summary - Fund 112500 Service: Mandatory Level of Service: Mandatory Gross Expenditures: $290,000 Financing: 290,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $290,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 247 Contra Costa Alliance to End Abuse SB 968 Administration Zero Tolerance- Domestic Violence Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 481,130 497,117 476,356 476,356 0 Services And Supplies 73,526 461,049 135,998 135,998 0 Other Charges 41,493 16,561 35,646 35,646 0 Expenditure Transfers 2,483 0 0 0 0 Expense Total 598,633 974,727 648,000 648,000 0 Revenue Other Local Revenue 659,001 634,447 648,000 648,000 0 Revenue Total 659,001 634,447 648,000 648,000 0 Net Fund Cost (NFC): (60,368) 340,280 0 0 0 Allocated Positions (FTE) 4.0 4.0 4.0 4.0 0.0 Financial Indicators Salaries as % of Total Exp 80% 51% 74% 74% % Change in Total Exp 63% (34%) 0% % Change in Total Rev (4%) 2% 0% % Change in NFC (664%) (100%) 0% Compensation Information Permanent Salaries 301,586 323,040 314,843 314,843 0 Temporary Salaries 20,093 0 0 0 0 Deferred Comp 5,640 5,640 7,440 7,440 0 FICA/Medicare 24,194 24,713 24,216 24,216 0 Ret Exp-Pre 97 Retirees 911 601 601 601 0 Retirement Expense 89,370 96,092 86,499 86,499 0 Employee Group Insurance 25,219 30,428 32,850 32,850 0 Unemployment Insurance 721 162 158 158 0 Workers Comp Insurance 13,395 16,443 9,750 9,750 0 Description: Provides oversight and coordination of interpersonal violence response system. This budget unit is supported by recording fees authorized by State law (SB 968). The FY 2019-20 Baseline Budget includes an expenditure decrease and an increase in revenue. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Contra Costa Alliance to End Abuse - SB 968 Administration Summary – Fund 112700 Service: Mandatory Level of Service: Discretionary Gross Expenditures: $648,000 Financing: 648,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $648,000 FTE: 4.0 Employment and Human Services Health and Human Services 248 County of Contra Costa FY 2019-2020 Recommended Budget CAO’s Recommendation During FY 2019-20 the Department expects increases in Local, State and Federal funding. However, countywide, salaries and benefit costs will substantially increase due to negotiated increases to wages, and health insurance subsidies. Overall, the FY 2019-20 Recommended Budget includes increased appropriations in excess of $14.7 million, and increased revenues of $14.7 million. The increased appropriations are net of the Department’s vacancy factor. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the Department during the fiscal year. In large departments, a vacancy factor is used to reduce inflation of the budget caused by these vacancies. EHSD’s FY 2019-20 Recommended Budget includes a decrease to the existing vacancy factor of $10.9 million. In FY 2018-19, the vacancy factor was approximately 118 FTE, which included 78 caseworkers and 40 eligibility workers that the Department did not expect to be able to fill/retain during the fiscal year. As of January, 2019, the Department had 242 vacant positions at a FY 2019-20 cost of $23.5 million. The vacancy factor for FY 2019-20 is $6.07 million, which amounts to approximately 56 positions. EHSD revenues involve a complex relationship between the direct expenses to provide services, the overhead expenses to support direct service providers, and the funding agencies’ determination of eligible services. The Department projects anticipated revenue from the various funding streams based on a projection of the costs of services provided to eligible clients. The FY 2019-20 revenue projects a $6.3 million increase from local sources; a $9.1 million increase from federally sourced revenue, and a $610,970 increase from State revenues. The FY 2018-19 Budget, includes rollovers totaling $1,296,860 for Venture Capital Funds and non-general fund previous year balance. Due to a stronger economy and improved employment levels in Contra Costa County, the Workforce Services Bureau caseload is expected to continue decreasing, as well as the corresponding State and Local revenue for the provision of those services. The recommended budget includes the addition of 1.0 FTE in the Workforce Services Bureau tied to new AB109 funding, for casework assistance for individuals re-entering the community from incarceration. The demand for services provided by the Children and Family Services Bureau continues to grow. In order to meet the community’s needs, the FTE count has remained largely the same at 400.5 employees. Revenue is budgeted to increase by $7.3 million from last fiscal year. Recruiting and retaining Social Workers has been an obstacle for the Department. Since the State reimburses the Department for services provided, these vacancies have a negative impact on State funding. As the community ages, the demand for services provided by Aging and Adult Services continues to grow. The revenue structure of the In-Home Supportive Services program continues to evolve. Increases in negotiated provider wages and Maintenance of Effort increases for IHSS are expected to take effect in FY 2019-20. The State revenue allocated for IHSS increased by approximately $3 million, partially shifting the effects of mandated increases away from general purpose revenue. The Community Services Bureau Early Head Start Program received $3.1 million in additional Federal and Local revenue for FY 2019-20 for additional childcare slots and enhanced services. The recommended budget maintains staffing levels and contracts. The Department’s Child Development Fund projects $2.6 million in additional State revenue due to increases in caseload. As per the norm, EHSD does not yet have a finalized State funding allocation for FY 2019-20. The Department has included estimated revenue based on the Governor’s FY 2019-20 Proposed Budget and historical allocation information. The general purpose fund allocation allows EHSD to maximize Federal and State revenue. Once the final State allocations are known and should any changes be necessary, EHSD will return to the Board of Supervisors in the fall with a balancing plan. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 249 Performance Measures In FY 2017-18, the Employment and Human Services Department (EHSD) embarked on four “strategic priorities” that encompass shared goals across all departmental bureaus. Each priority is described below: 1. Efficiencies – EHSD aims to embrace and maximize up-to-date and innovative technology, permitting both customers and staff to utilize technology in conducting business with the Department. Improving efficiencies involves developing a variety of portals for customer and public access, and building systems and data sources that improve processes. EHSD will continue to implement its technology strategic plan, to improve business processes for both customers and employees. In 2018, EHSD was able to develop and implement a text message outreach program to encourage customers to establish MyBenefitsCalWIN (MyBCW) accounts. The effort has resulted in approximately 65,000 MyBCW accounts by the end of the year. The increased number of accounts has led to a rise document uploads to the MyBCW portal, with the number more than doubling over the past two years. We also continue to work with our non-profit partners to implement our PC Donation Program, which provides personal computers to customers through distribution fairs. EHSD continues to track and analyze our customer’s technology needs. The Department was able to develop a questionnaire focused on the customer experience in navigating EHSD processes and their use of technology. Over 700 responses from Job Club/Job Search participants were gathered electronically and tabulated. The survey results led to better location targeting for its PC Donation Program. This survey also led to piloting of a videoconferencing program, which allowed customers to video conference from one of EHSD’s buildings to their worker in a different EHSD location. EHSD plans to expand our use of the questionnaire to other customer populations. 2. Staff Retention – EHSD cultivates an agency culture that promotes retention and growth of current employees. As a department, EHSD continues to take steps to improve employee retention in all bureaus and all classifications, particularly those with the highest turnover rate. In 2018, EHSD furthered retention efforts in spite of budgeting challenges. New recruitment materials, including a video specific to Social Worker recruitment, was launched in late 2018. We were also able to review an exit interview product from a potential contractor. The Department also explored the feasibility of implementing additional education financial assistance, as well as signing bonuses for new employees in the Social Worker classification. 3. Customer Service and Customer Experience Initiative – EHSD cultivates an agency culture that emphasizes exemplary customer service, both internally and externally, and improves the customer experience. More than 200,000 Contra Costa residents interface with EHSD each year and our goal is for each of them to have a positive experience with our staff and services. Over the past year, EHSD continued multiple efforts to cultivate an agency culture that emphasizes exemplary customer service. The Customer Service Champions program, a monthly article published in EHSD’s Headlines, builds engagement by honoring employees who demonstrate exemplary customer service. Last year also marked the completion of a Customer Service training video in partnership with Feel Good Video. This has been rolled out with a training implementation plan such that all new and existing employees can view it. EHSD continues to enhance and deliver its Employment and Human Services Health and Human Services 250 County of Contra Costa FY 2019-2020 Recommended Budget Customer Service 101, 2.0, and 3.0 trainings, with over 500 staff trained over the year. The Department will also continue to develop and increase trainings that promote internal customer service: Next Level Leadership, Sensitivity in the Workplace, and Cultural Diversity. EHSD continues to focus on improving data collection and customer service measures. In 2018, the Department developed, implemented, and managed a customer opinion card campaign. Part of the campaign was the development of refined electronic and paper survey cards which incorporate County Welfare Directors Association of California (CWDA) indicators of exceptional customer service. The Department also catalogued all customer feedback methods and published customer opinion reports based on the data gathered. 4. 4 Our Families – EHSD aims to develop a holistic approach to helping families thrive by incorporating coordinated and integrated services for our most vulnerable, isolated and/or disadvantaged customers. EHSD aims to empower families and individuals to create their own paths to healthy interdependence. In 2018, EHSD launched the 4 Our Families initiative. 4 Our Families partners with community agencies to serve clients’ holistic needs. Using a “whole person” approach, the program’s Navigators create a warm, welcoming environment designed to identify and overcome obstacles to success, provide coaching to enable participants to be their own advocates going forward, and streamline access to resources. In spite of challenges with integrating staff, the 4 Our Families model demonstrated exceptional client satisfaction. The program has also secured housing for clients and connected them to stable work opportunities. Community partners are enthusiastic about this partnership, and the Navigator program has helped EHSD build relationships with new agencies to holistically serve client needs. Administrative and Program Goals For 2019, EHSD has identified three strategic priorities that encompass shared goals across our bureaus. Each priority is described below: 1. Efficiencies – EHSD will continue to embrace and maximize up-to-date and innovative technology, permitting both customers and staff to utilize technology in conducting business with the department. For 2019, EHSD plans to continue to implementing a technology strategic plan, and improving business processes for both customers and employees. The Department plans to continue using technology to understand the needs of its customers. Plans are in place to develop a “next generation” survey tool to gather information to better understand the technology needs of EHSD’s customer. The Department will also explore processes for obtaining information directly from customers of all bureaus. EHSD plans to continue exploring new and existing technology that potentially enhance the customer’s experience and support staff’s ability to provide services to customers. The Department is looking to expand use of MyBCW, text messages, chat, video conferencing, electronic signatures and other technology to allow customers to interact without the need to come into an office. 2. Service Integration – EHSD will continue to develop a holistic approach to helping families thrive by incorporating coordinated and integrated services for the most vulnerable, isolated and/or disadvantaged customers. EHSD continues to focus on the concept of holistic, wraparound, and whole person Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 251 services. The department plans to continue 4 Our Families into the upcoming year. For 2019, the Department plans to continue collecting customer outcomes to evaluate impacts on a variety of issues, including needs not typically served by EHSD. 3. Quality Improvement – EHSD will develop a disciplined approach to improving operational systems rapidly to better serve customers EHSD will explore piloting an “improvement planning” method for the coming year. The rationale for this is to improve how the Department does its work in preparation for big changes that could impact the Department in immediate and future years. Improvement planning is a disciplined approach to improve operational systems rapidly through data driven approaches, staff engagement at all levels, recognizing that every person in the organization has a necessary role and contribution to make, using customer perspective as a starting point for improvement, assisting in managing change, and maximizing available resources. EHSD plans to form a vetting team to examine the feasibility of implementing “improvement planning.” FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 39 Workforce Services Bureau Re-entry (from incarceration) population public benefits assistance 1.0 106,966 Add one Social Services Program Assistant to serve as systems expert on ensuring timely access and receipt of public benefits for the re-entry population. This additional position is supported with AB109 funding. 2 39 Workforce Services Bureau Re-entry population public benefits assistance 0.0 37,438 Increase appropriations for operating costs related to adding one position supporting the re-entry population (i.e. travel, communications, maintenance, etc.). Additional operating costs supported with AB109 funding. 3 39 Workforce Services Bureau AB109 Revenue 0.0 144,404 Increase revenue to fund one position and operating costs dedicated to assisting the re- entry population in receiving needed public benefits. Total 1.0 0 Employment and Human Services Health and Human Services 252 County of Contra Costa FY 2019-2020 Recommended Budget Health Services Anna Roth, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 253 General Fund Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 155,560,665 186,473,704 200,925,063 200,925,063 0 Services And Supplies 206,060,850 220,045,476 241,087,448 241,087,448 0 Other Charges 30,964,365 29,232,417 65,921,089 65,921,089 0 Fixed Assets 453,200 891,444 793,300 793,300 0 Expenditure Transfers (18,468,914) (16,756,241) (21,669,006) (21,669,006) 0 Expense Total 374,570,166 419,886,801 487,057,894 487,057,894 0 Revenue Other Local Revenue 116,531,729 133,267,153 143,823,037 143,823,037 0 Federal Assistance 88,131,630 103,466,143 110,731,314 110,731,314 0 State Assistance 75,720,006 85,773,493 97,867,543 97,867,543 0 Revenue Total 280,383,365 322,506,789 352,421,894 352,421,894 0 Net County Cost (NCC): 94,186,801 97,380,012 134,636,000 134,636,000 0 Allocated Positions (FTE) 1,346.1 1,385.7 1,385.7 1,385.7 0.0 Financial Indicators Salaries as % of Total Exp 42% 44% 41% 41% % Change in Total Exp 12% 16% 0% % Change in Total Rev 15% 9% 0% % Change in NCC 3% 38% 0% Compensation Information Permanent Salaries 90,209,524 107,573,100 117,408,934 117,408,934 0 Temporary Salaries 2,684,670 1,724,640 2,100,413 2,100,413 0 Permanent Overtime 1,333,548 821,314 1,258,748 1,258,748 0 Deferred Comp 818,736 1,262,192 1,366,432 1,366,432 0 Hrly Physician Salaries 179,030 158,954 86,174 86,174 0 Perm Physicians Salaries 2,541,944 4,581,940 4,644,956 4,644,956 0 Perm Phys Addnl Duty Pay 19,178 16,934 40,490 40,490 0 Comp & SDI Recoveries (131,154) (197,065) (183,318) (183,318) 0 FICA/Medicare 6,933,389 8,670,038 9,027,722 9,027,722 0 Ret Exp-Pre 97 Retirees 312,319 323,587 352,953 352,953 0 Retirement Expense 29,822,597 35,915,862 37,479,530 37,479,530 0 Employee Group Insurance 12,774,376 16,830,450 19,645,083 19,645,083 0 Retiree Health Insurance 3,921,670 4,032,502 4,101,140 4,101,140 0 OPEB Pre-Pay 1,474,600 1,514,134 1,650,596 1,650,596 0 Unemployment Insurance 215,048 80,255 61,580 61,580 0 Workers Comp Insurance 2,569,892 3,286,771 2,005,535 2,005,535 0 Labor Received/Provided (118,701) (121,905) (121,905) (121,905) 0 Health Services Health and Human Services 254 County of Contra Costa FY 2019-2020 Recommended Budget Table Description The table above provides information in aggregate format summarizing expenditures and revenues in the General Fund budget units administered by the Health Services Department. This table includes the General Fund subsidy provided to the Contra Costa Regional Medical Center and Health Centers and the Contra Costa Health Plan, but does not include the expenditures or other revenue for these functions. This information can be found in the individual tables for the enterprise funds, including the sections for the Contra Costa Regional Medical Center and Health Centers, the Contra Costa Health Plan, and the Contra Costa Community Health Plan. Included in the table above are data for the following budget units: 0301  Detention Facilities Programs 0450  Public Health 0451  Conservatorship/Guardianship 0452  Environmental Health 0454  Public Administrator 0460  California Children’s Services 0463  Health, Housing and Homeless 0465  Enterprise Fund Subsidy 0466  Alcohol and Other Drugs Program 0467  Mental Health The tables following this section summarize the expenditures and revenue in aggregate for the bulk of the services provided by the department, including enterprise funds. Please refer to those tables for aggregate information. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 255 2019-20 Baseline Budget to 2019-20 Recommended 2019-20 Baseline Service Level 2019-20 Recommended Service Level Budget Unit Description Expenditure Authority Less Revenue Collections Required General Fund Contribution Expenditure Authority Less Revenue Collections Required General Fund Contribution GF Change – FY 18/19 Adopted to Rec’d (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds: Hospital & Clinics EF-1 $670,038,932 $613,680,220 $56,358,712 $670,038,932 $613,680,220 $56,358,712 $0 Medi-Cal Plan EF-2 639,284,840 639,284,840 0 639,284,840 639,284,840 0 0 Commercial Plan EF-3 75,249,836 71,263,548 3,986,288 75,249,836 71,263,548 3,986,288 0 Major Risk Ins. Program 0 0 0 0 0 0 0 Sub-Total $1,384,573,608 $1,324,228,608 $60,345,000 $1,384,573,608 $1,324,228,608 $60,345,000 $0 Enterprise Funds(A) General Fund Units: Behavioral Health: Mental Health $236,155,049 $218,850,049 $17,305,000 $236,155,049 $218,850,049 $17,305,000 $0 Alcohol & Other Drugs 29,391,851 27,456,851 1,935,000 29,391,851 27,456,851 1,935,000 0 Homeless Programs 16,071,090 13,387,090 2,684,000 16,071,090 13,387,090 2,684,000 0 Public Health 77,712,970 56,572,970 21,140,000 77,712,970 56,572,970 21,140,000 0 Environmental Health 23,622,276 23,954,276 (332,000) 23,622,276 23,954,276 (332,000) 0 Detention 26,920,681 1,795,681 25,125,000 26,920,681 1,795,681 25,125,000 0 Conservatorship 4,256,012 604,012 3,652,000 4,256,012 604,012 3,652,000 0 California Children’s Services 11,805,300 9,367,300 2,438,000 11,805,300 9,367,300 2,438,000 0 Public Administrator 777,665 433,665 344,000 777,665 433,665 344,000 0 Sub-Total $426,712,894 $352,421,894 $74,291,000 $426,712,894 $352,421,894 $74,291,000 $0 General Fund Total General & $1,811,286,502 $1,676,650,502 $134,636,000 $1,811,286,502 $1,676,650,502 $134,636,000 $0 Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services $1,543,305 $1,543,305 $0 $1,543,305 $1,543,305 $0 $0 Ambulance Service Area 5,534,167 5,534,167 0 5,534,167 5,534,167 0 0 West Contra Costa Healthcare District 9,841,388 9,841,388 0 9,841,388 9,841,388 0 0 Total Special $16,918,860 $16,918,860 $0 $16,918,860 $16,918,860 $0 $0 Funds: Grand Total $1,828,205,362 $1,693,569,362 $134,636,000 $1,828,205,362 $1,693,569,362 $134,636,000 $0 All Funds: A. General Fund contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465. Health Services Health and Human Services 256 County of Contra Costa FY 2019-2020 Recommended Budget A. General Fund subsidy contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465. 2018-19 Adopted Budget to 2019-20 Recommended 2018-19 Adopted Budget 2019-20 Recommended Service Level Budget Unit Description Expenditure Authority Less Revenue Collections Required General Fund Contribution Expenditure Authority Less Revenue Collections Required General Fund Contribution GF Change – FY 18/19 Adopted to Rec’d (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds: Hospital & Clinics EF-1 $626,057,584 $606,387,087 $19,670,497 $670,038,932 $613,680,220 $56,358,712 $36,688,215 Medi-Cal Plan EF-2 708,503,066 708,503,066 0 639,284,840 639,284,840 0 0 Commercial Plan EF-3 74,972,774 70,986,486 3,986,288 75,249,836 71,263,548 3,986,288 0 Major Risk Ins. Program 0 0 0 0 0 0 0 Sub-Total $1,409,533,424 $1,385,876,639 $23,656,785 $1,384,573,608 $1,324,228,608 $60,345,000 $36,688,215 Enterprise Funds(A) General Fund Units: Behavioral Health: Mental Health $225,913,169 $208,608,312 $17,304,857 $236,155,049 $218,850,049 $17,305,000 $143 Alcohol & Other Drugs 24,579,648 22,644,341 1,935,307 29,391,851 27,456,851 1,935,000 (307) Homeless Programs 8,380,456 5,690,897 2,689,559 16,071,090 13,387,090 2,684,000 (5,559) Public Health 72,901,458 51,720,607 21,180,851 77,712,970 56,572,970 21,140,000 (40,851) Environmental Health 22,143,837 22,468,762 (324,925) 23,622,276 23,954,276 (332,000) (7,075) Detention 25,600,010 1,558,301 24,041,709 26,920,681 1,795,681 25,125,000 1,083,291 Conservatorship 4,064,733 877,001 3,187,732 4,256,012 604,012 3,652,000 464,268 California Children’s Services 11,082,920 8,644,664 2,438,256 11,805,300 9,367,300 2,438,000 (256) Public Administrator 688,773 293,904 394,869 777,665 433,665 344,000 (50,869) Sub-Total $395,355,004 $322,506,789 $72,848,215 $426,712,894 $352,421,894 $74,291,000 $1,442,785 General Fund Total General & $1,804,888,428 $1,708,383,428 $96,505,000 $1,811,286,502 $1,676,650,502 $134,636,000 $38,131,000 Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services $1,571,549 $1,571,549 $0 $1,543,305 $1,543,305 $0 $0 Ambulance Service Area 5,199,913 5,199,913 0 5,534,167 5,534,167 0 0 West Contra Costa Healthcare District 0 0 0 9,841,388 9,841,388 0 0 Total Special $6,771,462 $6,771462 $0 $16,918,860 $16,918,860 $0 $0 Funds: Grand Total $1,811,659,890 $1,715,154,890 $96,505,000 $1,828,205,362 $1,693,569,362 $134,636,000 $38,131,000 All Funds: Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 257 Detailed Budget Table Description The tables above provide information by budget unit summarizing expenditures, revenues, and net County costs for each of the budget units administered by the Health Services Department and compares the 2019-20 Baseline Budget service level to the recommended service level and the 2018-19 Adopted Budget service level with the 2019-20 recommended service level. Included are data for the following budget units: 0301  Detention Facilities Programs 0450  Public Health 0451  Conservatorship/Guardianship 0452  Environmental Health 0454  Public Administrator 0460  California Children’s Services 0463  Health, Housing and Homeless 0466  Alcohol and Other Drugs Program 0467  Mental Health 0475  Mental Health Services Act 0540  Hospital and Clinics 0853  Hospital Fixed Assets 0860  Contra Costa Health Plan 0861 – Contra Costa Community Health Plan 0862  Major Risk Insurance Program 0863  Health Plan Fixed Assets 0471 – Emergency Medical Services 7405 – Ambulance Service Area Zone A (Measure H) 7406 – Ambulance Service Area Zone B (Measure H) 7135 – West Contra Costa Healthcare District Major Department Responsibilities Contra Costa County is one of the few counties in the nation to offer the full spectrum of health- related services under one organizational structure. Doing business as Contra Costa Health Services (CCHS), it represents the largest department of this County government, employing approximately 4,400 individuals and 3,910 FTE’s (Full-Time Equivalents). Approximately 7.4% of the CCHS budget is from General purpose revenue. The balance is supported by federal and state funding programs, such as Medicare and Medi-Cal, as well as program grants and fees. The mission of Contra Costa Health Services is to care for and improve the health of all people in the County, with special attention to those who are most vulnerable to health problems. For low-income and uninsured residents of Contra Costa, CCHS is the safety net, providing medical services not available to them elsewhere. CCHS has a long history of working in partnership with a broad range of stakeholders, including private hospitals, private physicians, community clinics, community-based organizations, schools, advisory boards and the media. Through the use of technology, including its extensive website and social media, CCHS is able to reach County residents with critical health care information on a daily basis. CCHS is an integrated system of health care services, comprised of several divisions that work in concert to cover health at every level: the individual, the family, and the community. The Contra Costa Regional Medical Center and Health Centers are the training ground for our family practice residency program. The Contra Costa Regional Medical Center (CCRMC) is a 167-bed general acute care hospital that provides a full range of services that include emergency care, psychiatric care, newborn labor and delivery, medicine, and surgery. Eleven ambulatory care health centers throughout Contra Costa provide comprehensive, personalized, patient-centered health care with a full range of specialty services. The Contra Costa Health Plan (CCHP) was the first federally qualified, state-licensed, county- sponsored Health Maintenance Organization (HMO) in the United States, and the first county- sponsored health plan in California to offer Medi- Cal Managed Care coverage. CCHP was also the first county-run HMO to serve Medicare beneficiaries. It subsequently expanded its programs to include County employees, Health Services Health and Human Services 258 County of Contra Costa FY 2019-2020 Recommended Budget businesses, individuals, and families, although CCHP exited the individual and family markets at the beginning of 2015. Currently CCHP has programs for Medi-Cal recipients, employees of participating employers, and In Home Support Services providers. With the implementation of the Affordable Care Act (ACA) in January 2014, Medi-Cal coverage was expanded to cover individuals with incomes below 138% of the Federal Poverty Level. The ACA ensures all Medi-Cal health plans offer a comprehensive package of items and services, known as essential health benefits. Coverage includes a core set of services including doctor visits, hospital care, pregnancy-related services, skilled nursing facility care (SNF), home health and hospice care, as well as low-to-moderate mental health care, autism care, and some substance use disorder care. As one of the State’s Medi-Cal managed care health plans, CCHP has added 86,000 Medi-Cal members since the implementation of the ACA, and now provides comprehensive, quality health coverage to approximately 187,000 people in Contra Costa County. To meet this additional demand for services, CCHP has expanded its provider network by credentialing and contracting with needed specialty providers in the community. CCHP also provides 24/7 advice nurse services for patients, as well as case management and care coordination for high-risk patients. Behavioral Health combines what was formerly the Mental Health and Alcohol and Other Drugs programs into a single system of care that supports independence, hope, and healthy lives by making services more accessible. This integration is an opportunity to respond to our culturally diverse residents who have complex behavioral needs through a systems approach that emphasizes “any door is the right door”. By partnering with consumers, families, and community-based agencies, Behavioral Health staff is able to provide enhanced coordination and collaboration when caring for the whole individual; an approach that recognizes the increasing challenges in serving complex populations with multiple disorders. For budgetary purposes the Mental Health and Alcohol and Other Drugs programs will be reported separately. The Health, Housing and Homeless Services Division integrates housing and homeless services across our health system; coordinates health and homeless services across County government and in the community; and works with key partners such as the Employment and Human Services Department, the Housing Authority, school districts, housing providers, law enforcement and cities to develop innovative strategies to address the community’s health and social needs. This new division was established in 2016 to meet the requirements of the Medi-Cal 2020 Waiver, which recognizes the nexus between improving population health and providing safe housing. Medi-Cal 2020 has new requirements for meeting the needs of our highest risk patients, many of whom are homeless. We have learned that we will never be able to end homelessness without addressing the upstream social determinants of health. Access to basic needs such as nutritious food, housing, and safe places to exercise and play have been found to impact the health of those whom we serve. The Medi-Cal 2020 Waiver requires that health systems like ours address these social needs, and funding is linked to our ability to do this successfully. Contra Costa Public Health promotes and protects the health and well-being of the individual, family, and community in Contra Costa County, with special attention to communities and populations that are most at risk for poor health outcomes and those most affected by environmental inequities. Health is defined as the state of complete physical, mental, and social well-being and not merely the absence of disease or infirmity. As part of the integrated health system, Public Health uses a broad spectrum of strategies and offers an array of programs that focus on public health issues such as communicable disease and sexually transmitted disease; immunization; nutrition; and family, maternal, infant, and child health, including children’s oral health. Services include public health nursing and the public Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 259 health laboratory, along with wellness, prevention, and education activities aimed at negative health conditions such as obesity, smoking, and lead poisoning. The Public Health Division is also responsible for the CCHS health emergency preparedness programs, data collection, and program evaluation. The Environmental Health Division is a regulatory agency that provides oversight for businesses and property owners to protect and promote the health of the people of Contra Costa County. Environmental Health uses up- to-date standards, state laws, and ordinances to regulate programs for safe food, safe water for drinking and recreation, and the sanitary management of wastes. The Hazardous Materials Division serves area residents by monitoring local industry and responding to emergencies to protect the public from exposure to hazardous materials. Hazardous Materials strives to maintain a clean, healthy, and safe environment by promoting pollution prevention, increasing process safety knowledge and environmental awareness, responding to incidents, and implementing consistent regulatory compliance and enforcement programs. The Emergency Medical Services (EMS) Division serves over 1.1 million residents throughout Contra Costa regulating the County EMS System. The EMS System is a public private partnership that acts to deliver 9-1-1 services to communities under Local EMS Agency policies and procedures that strive to provide a uniform level of response and prompt medical transportation to emergency departments and specialty centers for definitive care. The division acts as the designated governmental Local EMS Authority (LEMSA) responsible for providing regulatory and medical oversight of medical dispatch, prehospital patient care delivered in the field by fire and law first responders, and ambulance personnel. The division is also charged with conducting emergency and non-emergency ambulance permitting and emergency ambulance contract compliance. The EMS Agency sets standards to assure that prehospital personnel involved in an emergency response are properly trained and equipped so that medical care in the field is provided in a timely, efficient and professional manner. In its capacity as the LEMSA one of the division’s most important roles is to establish and coordinate EMS Systems of Care known to improve patient care outcomes and save lives. Contra Costa County EMS systems of care include trauma, stroke, high-risk heart attack (STEMI), cardiac arrest and Emergency Medical Services for Children (EMSC). In disaster the LEMSA acts as the coordinating entity for the countywide medical health system and works with hospitals, long term care facilities, ambulatory care settings and residential care settings to prepare and respond to mass casualty and disaster events that require emergency medical response. This includes coordinating and deploying ambulance strike teams, medical reserve corps and disaster health volunteers to support patient movement, and evacuation and sheltering operations. Health Services Health and Human Services 260 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Regional Medical Center & Ambulatory Care Centers Hospital Enterprise Fund (Enterprise Fund I) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 397,249,997 407,755,625 435,843,653 435,843,653 0 Services And Supplies 211,918,138 201,674,797 210,662,286 210,662,286 0 Other Charges 1,146,880 12,631,095 13,021,063 13,021,063 0 Fixed Assets 0 3,996,067 10,511,930 10,511,930 0 Expense Total 610,315,015 626,057,584 670,038,932 670,038,932 0 Revenue General Fund Subsidy 22,088,071 19,670,497 56,358,712 56,358,712 0 Federal Assistance 44,511,789 42,376,870 57,907,765 57,907,765 0 State Assistance 339,852,882 291,012,576 373,310,889 373,310,889 0 Other Local Revenue 211,227,404 272,997,641 182,461,566 182,461,566 0 Revenue Total 617,680,146 626,057,584 670,038,932 670,038,932 0 Net Fund Cost (NFC): (7,365,131)* 0 0 0 0 Allocated Positions (FTE) 2,284.8 2,351.3 2,351.3 2,351.3 0.0 Financial Indicators Salaries as % of Total Exp 65% 65% 65% 65% % Change in Total Exp 3% 7% 0% % Change in Total Rev 1% 7% 0% % Change in NFC (100%) (100%) 0% Compensation Information Permanent Salaries 175,377,286 180,283,310 191,515,905 191,515,905 0 Temporary Salaries 24,664,104 25,071,930 28,554,370 28,554,370 0 Permanent Overtime 9,452,591 9,114,744 10,244,607 10,244,607 0 Deferred Comp 966,304 908,454 1,183,717 1,183,717 0 Hrly Physician Salaries 2,384,190 2,425,822 1,691,019 1,691,019 0 Perm Physicians Salaries 45,630,350 47,288,662 48,052,173 48,052,173 0 Perm Phys Addnl Duty Pay 3,086,268 3,084,332 3,356,375 3,356,375 0 Comp & SDI Recoveries (480,037) (562,172) (562,172) (562,172) 0 Vacation/Sick Leave Accrual 1,684,150 0 0 0 0 FICA/Medicare 17,651,497 18,044,556 19,518,526 19,518,526 0 Ret Exp-Pre 97 Retirees 693,470 690,996 660,576 660,576 0 Retirement Expense 66,977,022 72,363,415 73,245,897 73,245,897 0 Excess Retirement 125,549 315,332 315,332 315,332 0 Employee Group Insurance 30,687,528 31,112,513 41,832,406 41,832,406 0 Retiree Health Insurance 7,920,042 8,040,133 8,040,133 8,040,133 0 OPEB Pre-Pay 2,954,198 2,954,198 3,413,314 3,413,314 0 Unemployment Insurance 574,567 129,395 142,517 142,517 0 Workers Comp Insurance 6,900,918 6,490,005 4,638,958 4,638,958 0 * Capital assets expenditures are fully funded budgetarily in the year of acquisition; for Enterprise Fund financial reporting depreciation rather than acquisition cost is recognized as a current year expense. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 261 Description: Includes the operations of the Contra Costa Regional Medical Center (CCRMC), ambulatory care centers, physician services, emergency medical services, charges from other County departments, department- wide administration, and fixed assets. Workload Indicator: The recommended FY 2019-20 budget is based on an average daily inpatient census of 128 patients, and 496,986 annual outpatient visits. Impact: The recommended budget maintains the current level of services. Significant items in the budget include: (a) on-going funding for the Medi-Cal Waiver of $83 million (b) $27 million in AB 85 Realignment redirection funding (c) $30 million in non-recurring revenue and (d) $40 million for the Enhanced Payment/Quality Improvement program; note: this is a replacement program for the ACA cost reimbursement settlement process and is an estimate pending State approval. 1. Contra Costa Regional Medical Center Description: A general acute care teaching facility, the 167-licensed bed Contra Costa Regional Medical Center (CCRMC) provides a full range of diagnostic and therapeutic services including medical/surgical, intensive care, emergency, prenatal/obstetrical, and psychiatric services. Ancillary services include pharmacy, rehabilitation, medical social work, laboratory, diagnostic imaging, cardiopulmonary therapy and ambulatory care surgery service. The licensed basic emergency room provides medical and psychiatric evaluation and treatment of urgent cases. CCRMC provides care to individuals with a variety of insurance coverage including Medicare, Medi-Cal and private insurance. The cost of care provided to these individuals is partially offset by the fees collected. CCRMC provides services to individuals who cannot pay because the County has a general duty to provide care for indigents. That duty is specified by the State of California in the Welfare and Institutions Code section 17000. The County Board of Supervisors is authorized to adopt standards of aid and care for the indigent and has done so. The County provides indigent health care through various programs based on the Federal Poverty Level (FPL) guidelines. Under the Basic Health Care Program (BHC) individuals with income less than 300 percent of the FPL who are not eligible for insurance through the Covered California Program, are eligible for medical services at Contra Costa Regional Medical Center (including referred care to non-County facilities as medically required). There is no age restriction for the BHC Program. Adults must be US citizens and residents of Contra Costa County. Children under the age of 19 are eligible regardless of immigration status. In November 2010, the federal Centers for Medicare and Medicaid Services (CMS) approved California’s Section 1115 “California Bridge to Health Reform” Waiver. A key component of the State’s section 1115 Waiver was the Low Income Health Program (LIHP) that expanded coverage for individuals between 19 and 64 years of age, who were US Citizens or legal permanent residents. LIHP consisted of two programs, the Medical Coverage Expansion Program (MCE) and the Health Care Coverage Initiative Program (HCCI). The LIHP program, which ended December 31, 2013, was designed to bridge the care of these individuals from an episodic care approach to comprehensive healthcare coverage. On January 1, 2014, with the implementation of the Federal Patient Protection and Affordable Care Act (ACA), California expanded Medi-Cal eligibility to include adults with incomes up to 138 percent of the federal poverty level. This was known as the optional expansion. For three years the federal government paid 100 percent of the costs of health care services provided to the newly eligible population. Actively enrolled LIHP/MCE individuals were automatically transitioned to Medi-Cal. LIHP/HCCI members became eligible for coverage through the State's health care exchange. California's 2010 Medi-Cal Section 1115 Waiver "Bridge to Reform" expired in 2015. It was Health Services Health and Human Services 262 County of Contra Costa FY 2019-2020 Recommended Budget replaced with a new waiver program known as the Medi-Cal 2020 Waiver. The Medi-Cal 2020 Waiver is composed of three major parts: (1) The Public Hospital Redesign and Incentives in Medi-Cal (PRIME) builds on the success of the Delivery System Reform Incentive Payment (DSRIP) program under the previous Waiver, which helped improve care and safety in the hospital and health centers and made great strides toward improving access to care using a variety of innovative tools. With PRIME, the Hospital and Health Centers will maintain previous funding levels for showing improvements in ambulatory care, targeting high-risk populations and using resources more efficiently. PRIME requires us to meet certain benchmarks or risk substantial loss of funding that cannot be recovered. Annual funding: $30 million (2) The “Global Payment Program” retools the way the Hospital and Health Centers are compensated for treating the uninsured. The program provides financial incentives for cost-effective primary and specialty care by shifting the focus away from hospital- based inpatient care toward primary and preventive care. It includes changes in reimbursement structures that are based on health outcomes and not on process or solely on the number of visits. Annual funding: $48 million (3) The third component of Medi-Cal 2020 is what’s known as “Whole Person Care”, offered to selected counties as a pilot to better coordinate physical and behavioral health care, and provide social services and other supports to help meet needs such as housing or food in a patient-centered manner. Annual funding: $20 million ($5 million CCRMC; $15 million Public Health) The Medi-Cal Waiver ($98 million) will expire during the 2020-21 fiscal year. State, Federal and County planning for a successor program is underway and will likely continue through the 2019-20 fiscal year. As of this writing a replacement program has not been identified. Hospital and Emergency Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $311,621,581 Financing: 297,996,740 Net Fund Cost: 13,624,841 Funding Sources: State 60.6% $188,757,270 Local 27.7% 86,254,097 Federal 7.4% 22,985,373 General Fund 4.4% 13,624,841 FTE: 1,027.1 2. Ambulatory Care Centers Description: Eleven ambulatory care centers in East, West and Central Contra Costa County provide family practice oriented primary care, geriatrics, dental, rehabilitation, prenatal, pediatric and adult medical services, as well as medical and surgical specialty clinical services. Specialty clinics include: podiatry, infectious disease, eye, dermatology, orthopedics, urology, ENT, gynecology, general surgery, plastic surgery, nephrology, neurology, rheumatology, and other services. All age groups are served. The ambulatory care centers serve as an integrated care delivery system with the hospital, behavioral health clinics, detention health centers, and all of the other ambulatory clinics. The delivery system is served by an electronic medical record that allows for communication between all sites and providers. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 263 Ambulatory Care Centers Summary Service: Mandatory Level of Service: Mandatory Expenditures: $156,237,994 Financing: 149,406,896 Net Fund Cost: 6,831,098 Funding Sources: State 76.2% $119,126,199 Federal 16.8% 26,219,394 Local 2.6% 4,061,303 General Fund 4.4% 6,831,098 FTE: 731.0 3. Physician Services Description: The interdisciplinary medical staff at Contra Costa Regional Medical Center and Health Centers includes family medicine physicians, as well as family nurse practitioners, pediatricians, internists, dentists, psychiatrists, psychologists and specialty physicians. The active staff numbers nearly 400 providers. The Family Practice Residency Program provides clinical experience for 42 residents who rotate through all inpatient acute services, the emergency department and ambulatory care centers. CCRMC continues to recognize the need for operational management of physician clinical practices. In response to this we are in the process of creating operational service line leadership. We continue to expand and improve efforts to redesign our services in response to the expanded patient base that resulted from the ACA. We have expanded patient access (additional provider hours and additional providers) in primary care, specialty care and short notice capacity. We have integrated over 30 psychologists into the care of patients in our system and created processes for universal screening and treatment for substance abuse (SBIRT) and depression (PHQ9) including creating medication-assisted programs for patients with opioid addiction. Additionally, we are improving coordination and information sharing through the Electronic Medical Record (EMR) with other institutions and providers both within and outside of our County to improve access to more medical and support services. Physician Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $117,989,906 Financing: 112,831,105 Net Fund Cost: 5,158,801 Funding Sources: State 51.1% $60,260,618 Local 37.2% 43,867,489 Federal 7.4% 8,702,998 General Fund 4.4% 5,158,801 FTE: 274.4 4. Emergency Medical Services Description: This program provides comprehensive coordination of Contra Costa's Emergency Medical System. It regulates emergency ambulance services and the County's trauma, EMS for Children (EMSC), STEMI (high-risk heart attack) and stroke systems, establishes pre-hospital treatment protocols and certifies pre-hospital personnel, approves and provides medical control and oversight for medical dispatch, paramedic programs and first-responder defibrillation programs, plans and coordinates medical disaster response, and reviews inter-facility patient transfers. Health Services Health and Human Services 264 County of Contra Costa FY 2019-2020 Recommended Budget The division is responsible for certification and accreditation of Emergency Medical Technicians (EMT), Paramedics, Mobile Intensive Care Nurses and Critical Care Paramedics. The division has the responsibility to investigate violations of certification including the authority to deny, suspend or revoke EMT certification when prehospital personnel commit statutory violations. The division is also responsible for the authorization and oversight of Air Medical Providers, Continuing Education and EMT and Paramedic training programs in the county. In disaster the EMS Agency acts as the coordinating entity for the countywide medical health system and works with hospitals, long term care facilities, ambulatory care settings and residential care settings to prepare and respond to mass casualty and disaster events that require emergency medical response. This includes coordinating medical mutual aid, deploying ambulance strike teams, medical reserve corps and disaster health volunteers to support patient movement, and evacuation and sheltering operations. Emergency Medical Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $2,693,939 Financing: 2,693,939 Net Fund Cost: 0 Funding Sources: Local 100.0% $2,693,939 FTE: 6.0 5. Support Services a. Administrative Services Description: This section includes costs of the Office of the Director, Health Services Personnel, Payroll, General Accounting, Information Technology, Purchasing, and Contracts and Grants. Administrative Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $27,218,547 Financing: 27,218,547 Net Fund Cost: 0 Funding Sources: Local 100.0% $27,218,547 FTE: 312.8 b. Charges from Other County Departments Description: This section includes non- distributed costs charged to the Health Services Department by other County departments for various services. Charges From Other County Departments Service: Mandatory Level of Service: Discretionary Expenditures: $30,743,972 Financing: 0 Net Fund Cost: 30,743,972 Funding Sources: General Fund 100.0% $30,743,972 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 265 Charges from other County departments include: Auditor $1,108,228 Purchasing $245,910 County Counsel $1,300,000 Human Resources $2,159,560 Telecommunication $5,348,247 Courier Service (PW-GSD) $21,842 Sheriff’s Office $4,721,012 DoIT $1,195,247 PW-Occupancy-owned $7,970,618 PW-Occupancy-rented $1,145,341 Medical Liab Ins $3,750,000 Public Liab Ins $1,389,215 PW-Fleet Services $388,752 Total $30,743,972 6. Hospital Capital Cost Description: Hospital Capital Costs include leases and bond debt repayment, capital projects, and equipment acquisition. During the first half of FY 2019-20, we expect to complete the CCRMC Medical Air Upgrade Project and the Hospital Humidification Project. During the second half of FY 2019-20, we expect to complete the Pittsburg Health Center Elevator Modernization Project, the Redundant Isolation Room Fan Project, and the CCRMC Surgical Light Replacement Project. Capital project expenditures are expected to be $3.5 million for these five capital projects. Construction is ongoing for the West County Behavioral Health Clinic (WCBHC). This will be an 18,000 square foot, two-story, Behavioral Health Clinic adjacent to the existing West County Health Center. Expected completion date is late FY 2019-20. Capital equipment expenditures for FY 2019-20 are projected to be $5.4 million for purchases of medical equipment. This figure includes funding for the expansion of telemetry beds from eight to 30 which is expected to be completed by the first half of FY 2019-20. Note: Assets are capitalized and depreciation is adjusted at year-end. Hospital Capital Cost Service: Discretionary Level of Service: Discretionary Expenditures: $23,532,993 Financing: 23,532,993 Net Fund Cost: 0 Funding Sources: Local 78.0% $18,366,191 State 22.0% 5,166,802 Health Services Health and Human Services 266 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Health Plan CCHP Medi-Cal (Enterprise Fund II)A 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 25,749,557 26,796,529 27,952,892 27,952,892 0 Services And Supplies 641,656,389 597,091,462 611,331,948 611,331,948 0 Other Charges 168,520,995 84,615,075 0 0 0 Expense Total 835,926,941 708,503,066 639,284,840 639,284,840 0 Revenue Other Local Revenue 856,040,008 708,503,066 639,284,840 639,284,840 0 Revenue Total 856,040,008 708,503,066 639,284,840 639,284,840 0 Net Fund Cost (NFC): (20,113,067) 0 0 0 0 Allocated Positions (FTE)B 194.0 180.0 180.0 180.0 0.0 Financial Indicators Salaries as % of Total Exp 3% 4% 4% 4% % Change in Total Exp (15%) (10%) 0% % Change in Total Rev (17%) (10%) 0% % Change in NFC (100%) (100%) 0% Compensation Information Permanent Salaries 13,530,901 14,423,874 15,228,722 15,228,722 0 Temporary Salaries 2,282,135 2,048,696 2,541,264 2,541,264 0 Permanent Overtime 810,465 821,786 702,576 702,576 0 Deferred Comp 130,143 134,964 155,250 155,250 0 Hrly Physician Salaries 5,438 0 0 0 0 Perm Physicians Salaries 275,938 385,542 0 0 0 Perm Phys Addnl Duty Pay 4,192 4,284 0 0 0 Comp & SDI Recoveries (2,913) 0 (2,045) (2,045) 0 Vacation/Sick Leave Accrual 150,129 0 0 0 0 FICA/Medicare 1,223,347 1,363,165 1,425,028 1,425,028 0 Ret Exp-Pre 97 Retirees 42,894 42,576 40,884 40,884 0 Retirement Expense 4,191,960 4,550,393 4,530,255 4,530,255 0 Employee Group Insurance 2,065,201 1,989,957 2,529,073 2,529,073 0 Retiree Health Insurance 406,239 419,916 374,088 374,088 0 OPEB Pre-Pay 147,959 147,959 164,653 164,653 0 Unemployment Insurance 37,455 38,856 9,213 9,213 0 Workers Comp Insurance 448,075 424,561 253,930 253,930 0 A. This table reflects figures for the Contra Costa Health Plan Medi-Cal product line only. B. Number of Full Time Equivalent positions (FTE) shown serves Enterprise II and III of the Contra Costa Health Plan. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 267 Description: The Contra Costa Health Plan (CCHP) is a County-operated prepaid health plan. Enterprise Fund II is used to account for the premiums and expenditures related to Medi- Cal enrollees. Enterprise Fund III is used to account for the premiums and expenditures related to employees of participating employers and In-Home Supportive Services providers. The Health Plan also acts as the Third Party Administrator for the Contra Costa CARES program. Medi-Cal: Includes Aid to Families with Dependent Children members, Low Income Child Program, Medi-Cal Expansion (MCE) that transferred into Medi-Cal on January 1, 2014 from the Low Income Health Program, Seniors and Persons with Disabilities and Other Medi- Cal (non-crossover) members. Our Medi-Cal members are served by three contracting networks of providers: 1) Contra Costa Regional Medical Center (CCRMC) and Health Centers, 2) CCHP’s Community Provider Network (CPN), and 3) Kaiser. Workload Indicator: The recommended FY 2019-2020 budget is based on an average monthly enrollment of 178,000 Medi-Cal enrollees. The FY 2019-20 Medi-Cal enrollment budget decreased 2.1% compared to the FY 2018-19 Medi-Cal enrollment budget. Impact: The recommended budget maintains the current level of services. 1. AFDC/CalWORKS and Other Medi-Cal (excludes Seniors and Persons with Disabilities) Description: The Aid to Families with Dependent Children (AFDC) product line serves Contra Costa residents who qualify for Medi-Cal through the Public Assistance and Medically Needy Only categories of the Aid to Families with Dependent Children Program (subsequently replaced with the CalWORKs program). Instead of Medi-Cal cards and stickers, the Medi-Cal Managed Care member receives a CCHP member identification card and CCHP provides or arranges for all his or her covered health needs with the exception of some benefits that remain carved out of Medi-Cal Managed Care and become the responsibility of Fee for Service Medi-Cal. The Other Medi-Cal (non-crossover) members include all Contra Costa Medi-Cal eligible individuals other than AFDC/CalWORKs. There are new or expanded benefits and services added to Medi-Cal Managed Care Plans in 2019 and 2020. The recommended FY 2019-20 budget is based on an average monthly enrollment of 153,000 AFDC/CalWORKS and Other Medi-Cal enrollees, excluding SPD’s. Medi-Cal Members Summary (Excluding SPD) Service: Mandatory per DHCS and DMHC Standards Level of Service: Mandatory Expenditures: $434,221,008 Financing: 434,221,008 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $434,221,008 FTE: 180.0 2. Seniors and Persons with Disabilities (SPD’s) Description: Medi-Cal SPD categories include Old Age Security (OAS; persons aged 65 and older), Aid to the Totally Disabled, and Aid to the Blind. The member receives a CCHP identification card and CCHP provides or arranges for all his or her covered health needs. Welfare and Institutions Code - WIC § 14182(b)- (c), requires CCHP to develop a process to identify the relative health risk of each SPD member. CCHP must use this process to develop individualized care management plans for their SPD members who have been determined to be at higher risk of requiring Health Services Health and Human Services 268 County of Contra Costa FY 2019-2020 Recommended Budget complex health care services. CCHP must use the Health Risk Assessment tool to comprehensively assess each newly enrolled SPD member’s current health risk. The Health Plan is also required to make three follow-up attempts to secure this information within 45 days of enrollment. In addition to the initial Health Risk Assessment for new SPD members, annual reassessments must be completed for all SPD members. The recommended FY 2019-20 budget is based on an average monthly enrollment of 25,000 SPD enrollees. Medi-Cal SPD Members Summary Service: Discretionary Level of Service: Mandatory Expenditures: $200,656,726 Financing: 200,656,726 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $200,656,726 3. Charges from Other County Departments Description: This section includes non- distributed costs charged to the Health Plan by other County departments for various services. Charges From Other County Departments Service: Discretionary Level of Service: Discretionary Expenditures: $4,407,106 Financing: 4,407,106 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $4,407,106 Charges from other County departments include: Public Works $724,972 Auditor-Controller $3,175,774 Information Technology $506,360 Total $4,407,106 Health Services Health and Human Services Health Services Department FY 2019-2020 Recommended Budget 269 Contra Costa Community Health Plan (Enterprise Fund III) CCHP Community Plan (Enterprise Fund III) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 72,224,173 73,162,447 75,228,553 75,228,553 0 Other Charges 1,707,403 1,810,327 21,283 21,283 0 Expense Total 73,931,576 74,972,774 75,249,836 75,249,836 0 Revenue General Fund Subsidy 3,986,288 3,986,288 3,986,288 3,986,288 0 Other Local Revenue 72,242,726 70,986,486 71,263,548 71,263,548 0 Revenue Total 76,229,014 74,972,774 75,249,836 75,249,836 0 Net Fund Cost (NFC): (2,297,437) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 1% 0% 0% % Change in Total Rev (2%) 0% 0% % Change in NFC (100%) 0% 0% Description: The Contra Costa Community Health Plan is a County-operated prepaid health plan available to In-Home Support Services providers and employees of participating employers. This budget unit also reflects the costs for the Basic Health Care program which consists mainly of undocumented children who reside in the County and receive care from Contra Costa Health Services. Children in this program as well as others in the County with income under 200% of FPL were transitioned into regular Medi-Cal starting September 2016. Beginning December 2015 CCHP established a pilot program, Contra Costa CARES, for the purpose of providing primary healthcare services to adults not covered by the Affordable Care Act (ACA). Beginning July 1, 2016 a Managed Care Organization provider tax is being assessed on many of our CCHP commercial products. This was a new tax for our commercial business. In FY 2016/2017 the tax was $7.50 per member per month, in FY 2017/2018 the tax was $8.00 per member per month. In FY 2018/2019 the tax was $8.50 per member per month. The MCO provider tax ends June 30, 2019. Beginning January 1, 2019, CCHP Medicare Senior Health plans were discontinued. Workload Indicator: The recommended FY 2019-2020 budget is based on an average monthly enrollment of 8,600 enrollees. Impact: The recommended budget maintains the current level of services. 1. Commercial Coverage Description: Provides coordinated comprehensive health benefits from physical check-ups to treatment of major health problems. There is an array of benefits, premiums and co-payments depending on the Health Services Health and Human Services 270 County of Contra Costa FY 2019-2020 Recommended Budget plan chosen. Premiums are paid by the members or their employers. The County Employee Plans serve full time, part time and temporary employees and retirees of Contra Costa County, and some plans cover their eligible dependents in the Contra Costa Health Plan. In addition, coverage is available to the state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. Commercial Members Summary Service: Discretionary Level of Service: Mandatory Expenditures: $57,605,749 Financing: 57,605,749 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $57,605,749 In-Home Supportive Services and Contra Costa CARES Service: Discretionary Level of Service: Mandatory Expenditures: $17,644,087 Financing: 17,644,087 Net Fund Cost: 0 Funding Sources: Local (Premiums) 77.4% $13,657,799 General Fund 22.6% 3,986,288 (Subsidy) 2. Basic Health Care (BHC) Description: This program is designed to provide needed medical care to the formerly state-sponsored medically indigent children and at-risk adult residents of Contra Costa County with incomes less than or equal to 300% of the federal poverty level. It offers limited health benefits compared to other groups. Services are primarily provided at the Contra Costa Regional Medical Center (CCRMC) and Health Centers. 3. Contra Costa CARES Description: Beginning December 2015 CCHP established a pilot program, Contra Costa CARES, for the purpose of providing primary care services to adults not covered by the ACA. CCHP coordinates the program for primary care services via three providers: La Clínica de la Raza, Lifelong, and Brighter Beginnings. The providers receive a capitated payment on a per member per month basis. Contra Costa CARES was initially approved and funded with a $500,000 contribution from the Board of Supervisors which was matched with an additional $500,000 from Kaiser, John Muir, and the Sutter hospitals. The pilot program was structured and sized to run for approximately 12 months (dependent on enrollment ramp up) or until the funding was fully utilized. The results of the pilot indicated a positive trend with increased primary care visits to a medical home; medication compliance for chronic care conditions such as diabetes; preventive care such as mammograms; and a decrease in avoidable ER visits. Accordingly, the program has been continued for the past three years through a combination of funding from the County and matching funds from the private hospitals. The FY 2019-20 budget anticipates a case load of 3,000 members per month. Funding for the program will continue as a matching partnership between the County and the private hospitals. Included in the budget: County General purpose revenue contribution of $250,000, CCHP revenue contribution of $500,000 and $750,000 in private hospital matching donations; total annual program funding $1,500,000. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 271 Major Risk Medical Insurance Program (Enterprise Fund IV) AIM / MRMIP (Enterprise Fund IV) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 46,043 0 0 0 0 Expense Total 46,043 0 0 0 0 Revenue Other Local Revenue 695 0 0 0 0 Revenue Total 695 0 0 0 0 Net Fund Cost (NFC): 45,347 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (100%) 0% 0% % Change in Total Rev (100%) 0% 0% % Change in NFC (100%) 0% 0% Description: This product served Contra Costa residents who qualified for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP). Contra Costa Health Plan was a contracted health plan carrier for these programs, which were administered by the State’s Managed Risk Medical Insurance Board (MRMIB). Both programs were impacted by the Affordable Care Act. CCHP’s participation in the MRMIP was terminated on December 31, 2014. CCHP’s participation in the AIM program ended June 30, 2015. The FY 2017-18 actuals represent a payback to the state reconcile the Major Risk Medical Insurance Program. Beginning with FY 2018-19, CCHP will no longer budget for these programs. Major Risk Medical Insurance Program Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net Fund Cost: 0 Funding Sources: Local (Premiums) 0.0% $0 Health Services Health and Human Services 272 County of Contra Costa FY 2019-2020 Recommended Budget Behavioral Health Division - Mental Health General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 54,357,391 68,366,075 74,453,349 74,453,349 0 Services And Supplies 146,896,229 154,729,918 160,526,730 160,526,730 0 Other Charges 4,887,685 5,571,645 5,572,102 5,572,102 0 Fixed Assets 0 5,144 0 0 0 Expenditure Transfers (3,900,297) (2,759,613) (4,397,132) (4,397,132) 0 Expense Total 202,241,008 225,913,169 236,155,049 236,155,049 0 Revenue Other Local Revenue 82,866,793 96,901,492 105,599,037 105,599,037 0 Federal Assistance 68,429,147 78,554,691 77,533,919 77,533,919 0 State Assistance 34,409,586 33,152,129 35,717,093 35,717,093 0 Revenue Total 185,705,525 208,608,312 218,850,049 218,850,049 0 Net County Cost (NCC): 16,535,482 17,304,857 17,305,000 17,305,000 0 Allocated Positions (FTE) 517.9 544.1 544.1 544.1 0.0 Financial Indicators Salaries as % of Total Exp 27% 30% 32% 32% % Change in Total Exp 12% 5% 0% % Change in Total Rev 12% 5% 0% % Change in NCC 5% 0% 0% Compensation Information Permanent Salaries 31,393,918 38,326,297 42,448,781 42,448,781 0 Temporary Salaries 1,075,120 711,012 970,692 970,692 0 Permanent Overtime 196,209 186,000 215,208 215,208 0 Deferred Comp 306,053 490,728 544,902 544,902 0 Hrly Physician Salaries 70,010 72,780 0 0 0 Perm Physicians Salaries 1,285,541 3,037,037 2,857,858 2,857,858 0 Perm Phys Addnl Duty Pay 8,985 8,136 5,889 5,889 0 Comp & SDI Recoveries (60,070) (114,768) (114,768) (114,768) 0 FICA/Medicare 2,510,745 3,277,809 3,584,287 3,584,287 0 Ret Exp-Pre 97 Retirees 105,053 118,716 135,366 135,366 0 Retirement Expense 10,226,804 13,106,562 13,517,538 13,517,538 0 Employee Group Insurance 4,603,981 6,208,192 7,559,568 7,559,568 0 Retiree Health Insurance 1,365,757 1,422,152 1,503,667 1,503,667 0 OPEB Pre-Pay 410,737 410,736 563,321 563,321 0 Unemployment Insurance 75,419 21,471 23,458 23,458 0 Workers Comp Insurance 901,831 1,205,120 759,487 759,487 0 Labor Received/Provided (118,701) (121,905) (121,905) (121,905) 0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 273 Description: To serve serious and persistent mentally disabled adults and seriously emotionally disabled children and youth. Workload Indicator: The recommended FY 2019-20 budget is based on 447,666 visits; an inpatient psychiatric average daily census of 17.15 patients; 206 inpatient clinic visits; 17,192 days in Institute for Mental Disease (IMD); 77,880 days in Board and Cares; and 216 days in State hospitals. Impact: The recommended budget maintains the current level of services. The budget includes: Planning and start-up funds for Oak Grove have been set aside to renovate two County owned buildings and to certify this facility as a sixteen (16) bed Short Term Residential Therapeutic Program (STRTP). Program details are included under the Mental Health Services Act (MHSA). A three percent (3%) cost of living adjustment for the Mental Health Community Based Organization (CBO) Adult, Children, and MHSA contract providers. The Office of Inspector General (OIG) conducted a random sample chart audit of 2013-2014 claims throughout California counties which resulted in a disallowance and repayment of $180 million. The Contra Costa County share is $7 million which will be repaid over four years from the County General Fund reserve. $1.875 million is included for FY 2019-20. 1. Child and Adolescent Services Description: Provides services to children under age 18, and up to age 21 for emotionally disturbed individuals. a.Local Institutional/Hospital Care: Acute psychiatric inpatient treatment for children and adolescents is provided in private hospitals in order to avoid placing minors in the same psychiatric unit as adults at the Contra Costa Regional Medical Center. Case management services are provided by the Children’s Intensive Treatment Services Case Management Team. b. Intensive Day Treatment Services: Therapeutic treatment and activity programs (less than 8 hours per day) for children and adolescents who have behavioral and/or emotional disorders or who are seriously emotionally disturbed (SED), psychosocially delayed or "at high risk." All of these services are attached to residential treatment. c. Out-of-Home Residential Care/Treatment Service Programs: Mental Health works in collaboration with Probation and social services to support these placements and their mental health component. Structured Short-Term Residential Treatment Program services (STRTP) for SED children and adolescents provide mental health services, crisis intervention, case management, and psychiatric services. d. Outpatient Clinic Treatment and Outreach Services: Outpatient clinic, school- site and in-home services; including psychiatric diagnostic assessment, medication, therapy, wraparound, collateral support, Family Partnership, and crisis intervention services for SED children and adolescents and their families. In 2019, Mental Health is planning to reconstitute its Mentorship Program to help youth struggling with severe emotional disturbance improve family, school, and social functioning. e. Child/Adolescent Case Management Services: Case managers provide screening, assessment, evaluation, advocacy, placement and linkage services to assist children and adolescents in obtaining continuity of care within the mental health, Juvenile Probation Health Care, and social services systems. Community and school-based prevention and advocacy programs provide community education, resource development, parent training, workshops, and development of ongoing support/advocacy/action groups. Services are provided to enhance the child’s or adolescent’s ability to benefit from their education, stay out of trouble, and remain at home. Health Services Health and Human Services 274 County of Contra Costa FY 2019-2020 Recommended Budget f. Early and Periodic Screening Diagnosis and Treatment (EPSDT) Program: Provides comprehensive mental health services to Medi- Cal eligible severely emotionally disturbed persons under age 21 and their families. Services include assessment; individual, group and family therapy; crisis intervention; medication; day treatment; and other services as needed. g. Therapeutic Behavior Services (TBS): Provides one-on-one behaviorally focused shadowing of children and adolescents on a short-term basis to prevent high-level residential care or hospitalization, and to ameliorate targeted behaviors preventing success. h. Mobile Response Team: The Mobile Crisis Response Team, comprised of a team of Masters-level therapists, provides short-term triage and emergency services to SED children and adolescents and their families in order to prevent acute psychiatric crises and subsequent hospitalization. The Behavioral Health Division expanded this program in 2018. With added hours of operation and additional staff, the team is better able to respond to the entire County population. The new hours of operation for in- field services are from 7 a.m. to 11 p.m. on weekdays, and from 11 a.m. to 9 p.m. on weekends. i. Mental Health Services for Children 0-5 Years of Age: Several contract agencies provide a wide array of outpatient and in-home services to SED children, children in foster care, or children at risk of significant developmental delays and out-of-home placement. j. School-Based Partnerships for Educationally Related Mental Health Services (ERMHS). Mental Health Services are provided as part of a child’s or adolescent’s Individualized Education Plan (IEP) to fulfill a mandate under federal law to provide a free and appropriate public education to students with special needs in the least restrictive educational environment. Since the transition from AB3632 to Education Related Mental Health Services (ERMHS) in 2011, Mental Health has partnered with several County school districts in an effort to identify students who may need services at an earlier stage or additional support to maintain their existing educational placement. Services include: individual, group, or family psychotherapy; collateral support; and case management. In Contra Costa County there are approximately 166,000 public school students. Over 33,000 of these students, or approximately 20%, are enrolled in Special Education. Prior to FY 2010/2011, funding for these mandated services had been federal IDEA funds, State Mandated Claims (SB 90), Medi-Cal and State General Funds. This mandate was suspended in the Budget Act of 2010-2011, and the responsibility to fund these services was transferred from County Mental Health to the local school districts and Special Education Local Plan Areas (SELPAs). An MOU was developed and signed by County Mental Health and the SELPAs, with supporting contracts going before the Board of Supervisors for approval. This budget assumes that the responsibility for continued ERMHS Non-Medi-Cal funding will remain with the local school districts and SELPAs. In 2018, Mental Health expanded its school-based programming by contracting with a provider to serve students in the Antioch Unified School District and expanded programming in the West Contra Costa Unified School District. School-based programming also remains in the Pittsburg and Martinez Unified School Districts. k. Olivera: A first step alternative to, as well as a step down from, residential placements that provide a non-public school with Intensive Day Treatment and wrap-around services. The program includes five classrooms – three for the Mt. Diablo Unified School District and two for other SELPAs within Contra Costa. l. Pathways to Wellbeing (Katie A. Programming): Children’s Mental Health, in partnership with Child and Family Services of the Employment and Human Services Department (EHSD), is in its sixth year of development of a new legally mandated service delivery system to serve Katie A. youth in the foster care system. These youngsters meet specific criteria to be included in the Katie A. subclass and receive augmented services as defined in the legal settlement. These new services are identified as Intensive Care Coordination (ICC) and In-Home Behavioral Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 275 Services (IHBS). All youngsters in the subclass will receive ICC services, and the need for IHBS will be determined by the Child and Family Teams. m.Probation Mental Health/Formerly Mentally Ill Offender Crime Reduction Grant (MIOCR): With the help of the three-year MIOCR grant (2015-2018), Mental Health was able to contract with Community Options for Families and Youth (COFY) to provide Functional Family Therapy aimed at reducing recidivism for youth struggling with mental illness and delinquent behavior. With the expiration of the MIOCR grant at the end of fiscal year 2017-18, Mental Health established a Memorandum of Understanding (MOU) with the Probation department to secure ongoing funding to support the program for the coming years. Behavioral Health continues to provide technical assistance and oversight related to the clinical services provided. n. Continuum of Care Reform (CCR): The Continuum of Care Reform (CCR) is the legislative and policy framework for implementing the understanding that youth who are forced to live apart from their families are best served in nurturing family homes. To achieve that end, CCR requires close interagency collaboration between Child Welfare, Probation, and Behavioral Health. CCR effectively eliminates the Rate Classification Level (RCL) system for group homes and implements the Short-Term Residential Treatment Program (STRTP) model based on the idea that congregate care should be a short-term treatment intervention, not a permanent solution. CCR also introduces a new service category, Therapeutic Foster Care (TFC), for foster home-based intensive treatment. In Contra Costa County, Children and Family Services (CFS) and Mental Health have worked very closely in rolling out CCR. It was widely understood that Mental Health would have to expand services for foster youth to support home-based treatment. In 2018, we pursued phase two of CCR expansion by increasing staffing for Wraparound, Family Partner program, and Utilization Review. Mental Health and EHSD also renewed their Interagency Agreement whereby $2,000,000 in realignment funds are reallocated from EHSD to Mental Health to support three contracts for a range of outpatient services to support a step down in placement levels and sustain home- based care. In 2019, Mental Health plans to finalize CCR expansion with phase 3 by adding three positions to the Regional Clinics, which have seen an increase in volume and acuity. Between all three phases of CCR Expansion, Mental Health will have created 27 positions. Mental Health also plans to contract with placement agencies, which successfully transitioned their group homes to STRTPs and to contract with a provider to offer Therapeutic Foster Care. o. Presumptive Transfer: The State passed AB 1299, enacting an initiative to attempt to correct the issue of foster children who were placed out of their county of jurisdiction and were not receiving behavioral health services in a timely manner. AB 1299 allows the county of jurisdiction to transfer the responsibility for the provision of specialty mental health services to the county of residence. Policy and procedures are in development both at the state and local level. With respect to resolving financial demands between counties as a result of Presumptive Transfer, Contra Costa decided to participate in the Joint Power Authority facilitated by the California Mental Health Services Authority (CalMHSA). p. Evidenced Based Practices: Children’s Mental Health has instituted system wide trainings and support for several evidence- based practices (EBPs), including Trauma- Focused Cognitive Behavioral Therapy, Cognitive Behavioral Therapy for Depression, Dialectical Behavioral Therapy, Family Based Treatment for Eating Disorder (FBT) and Wraparound Services. EBPs are being supported by placing EBP team leaders in each of the regional clinics with centralized training and ongoing supervision groups. Additionally, these teams are part of a Bay Area collaborative to promote trauma-focused care regionally. q. First Hope: The First Hope program provides services aimed at early intervention in psychosis. It has two components: The Clinical High Risk (CHR) and the First Episode Program Health Services Health and Human Services 276 County of Contra Costa FY 2019-2020 Recommended Budget (FEP). First Hope staff performs an extensive initial assessment to determine whether a young person is at risk of developing a psychosis (Clinical High Risk program) or whether the person already had a first break (First Episode Program). The aim of the CHR program is to prevent a psychotic disorder, and the aim of the First Episode Program is to mitigate the impact of the first episode of psychosis, restore functioning and prevent further progress of psychosis. While the CHR program has been active since 2014, the First Episode Program will provide services starting early 2019. Hiring for the First Episode program has largely been completed. In October 2018, First Hope moved to a new location to accommodate for its new program component. r. CANS Implementation. Following a state mandate, Contra Costa Mental Health implemented the Child/Adolescent Needs and Strengths (CANS) assessment. Regulations require monthly reporting to the State. Mental Health is contracting with vendors regarding data gathering and reporting systems and ongoing technical assistance regarding CANS implementation. Child & Adolescent Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $67,054,620 Financing: 66,832,926 Net County Cost: 221,694 Funding Sources: Federal 49.5% $33,173,458 Local 46.8% 31,401,612 Transfer 3.4% 2,257,856 General Fund 0.3% 221,694 FTE: 109.2 Note: Excludes Support Services costs included under the Administrative component of the budget. 2. Adult Services Description: Provides services to consumers over 18 years old. a. Crisis/Transitional/Supervised Residential Care: Short-term crisis residential treatment for clients who can be managed in an unlocked, therapeutic group living setting and who need 24-hour supervision and structural treatment for up to 30 days to recover from an acute psychotic episode. This service can be used as a short-term hospital diversion program to reduce the length of hospital stays. This service also includes 24-hour supervised residential care and semi-supervised independent living services to increase each client's ability to learn independent living skills and to transition ("graduate") from more restrictive levels of residential supervision to less restrictive (i.e., more independent) living arrangements, including board and care facilities. b. Outpatient Clinic Treatment and Outreach Services: Provides scheduled outpatient clinic services, including psychiatric diagnostic assessment, medication, short-term individual and group therapy, rehabilitation, and collateral support services for seriously and persistently mentally ill (SPMI) clients and their families with acute and/or severe mental disorders. Also includes community outreach services not related to a registered clinic client. c. Case Management Services: Case managers provide screening, assessment, evaluation, advocacy, placement and linkage services in a community support model. Case management is also provided through supportive housing services, as well as the clinics in West, East and Central County. County clinics include peer providers on case management teams. d. Mental Health Homeless Outreach/ Advocacy Services: The homeless shelter in Antioch assists the homeless mentally ill to secure counseling, transportation, clothing, vocational training, financial/benefit counseling, and housing. Case management can be arranged through this program, if determined necessary. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 277 e. Vocational Services: The Mental Health Division contracts with the California Department of Rehabilitation under a cooperative agreement with the State Department of Health Care Services to provide comprehensive vocational preparation and job placement assistance. Services include job search preparation, job referral, job coaching, benefits management, and employer relations. This is one of the only mental health collaborations providing services to individuals with co-occurring disorders in the state. f. Consumer-Run Community Centers: Centers in Pittsburg, Concord and San Pablo provide empowering self-help services based on the Recovery Vision, a concept that individuals can recover from severe mental disorders with peer support. The centers, which are consumer operated, provide one-to-one peer support, social and recreational activities, stress management, money management, and training and education in the Recovery Vision. g. Substance Abuse and Mental Health for CalWORKs (SAMHWORKs): Mental health and substance use disorder specialty services provided for CalWORKs participants who are referred by the Employment and Human Services Department to reduce barriers to employment. Services include outpatient services for mental health and substance use disorders plus supportive services for participants and their immediate family members. h. The Behavioral Health Access Line: A call center serving as the entry point for mental health and substance use services across the County. The Access Line, staffed with licensed mental health clinicians and Alcohol and Drug counselors, operates 24 hours a day, seven days a week. The Access Line provides phone screenings, risk assessments, referrals, and resources to consumers seeking mental health or substance use services. i. Forensics Mental Health Services: This unit is comprised of three areas of service delivery through 1) Adult Felony Probation involvement (AB 109 and General Supervision), 2) Court Ordered services, and 3) co-responding with local law enforcement agencies (Mental Health Evaluation Team and Mobile Crisis Response Team). Forensics clinicians are co- located at the Probation Department and Law Enforcement agencies for field-based outreach, mental health screening and linkage to the adult mental health system of care. The court- involved services include restoration for Incompetent to Stand Trial (IST) misdemeanor cases and the implementation of Assisted Outpatient Treatment (AOT), also known as Laura's Law. Forensics clinicians receive referrals to AOT from qualified requestors, complete an investigation to determine eligibility for AOT, make appropriate referrals to AOT services for those who meet criteria and refer to other services for those who do not meet criteria. AOT has just completed its third year of implementation. This unit implemented two new programs in July 2018: 1) The management and supervision of CoCo LEAD Plus, an innovative program funded by Proposition 47 intended to break the cycle of criminalization and repeated incarceration for people with co-occurring disorders in Antioch. Behavioral Health partners with the Antioch Police Department, the County Probation Department, the Health, Housing, and Homeless Services Division, and community based organizations. 2) The Mobile Crisis Response Team provides 24/7 crisis intervention response to consumers experiencing mental health crisis. Mobile crisis teams are interdisciplinary and consist of a mental health clinician, a community support worker, and a family nurse practitioner who will provide assessment, brief crisis response, short-term triage, and emergency services to prevent acute psychiatric crises and subsequent hospitalization. The team coordinates crisis response and 5150s with law enforcement and emergency services. The goal is to decrease 5150s, reduce psychiatric emergency services (PES) visits, and refer consumers to appropriate services in their communities. Additionally, planning is underway (via implementation of AB 1810 funding) to provide pre-trial diversion services across a continuum Health Services Health and Human Services 278 County of Contra Costa FY 2019-2020 Recommended Budget of care setting for individuals who have significant mental health challenges who are justice involved and are found or at-risk to be found Incompetent to Stand Trial (IST) on felony charges. j. Rapid Access: Provide drop-in services at the mental health clinics to clients who have recently been admitted to and subsequently discharged from Psychiatric Inpatient Hospital Services, the CCRMC Crisis Stabilization Unit, or Detention. Provides needs assessments, short-term case management/therapy, referrals and linkage to appropriate services including medication assessments, individual therapy, group therapy, case management, Alcohol and Other Drugs (AOD) services, homeless services and financial counseling. k. Older Adult Program: Provides mental health services to Contra Costa's seniors, 60 years of age or older, including preventive care, linkage and outreach to under-served and/or at- risk communities. The Senior Peer Counseling Program reaches out to isolated and mildly depressed older adults (age 55-plus) in their home environments and refers them to appropriate community resources, as well as provides lay counseling in a culturally competent manner. The IMPACT Program uses an evidence-based practice that provides problem- solving short-term therapy for depression (moderate to severe) treatment to individuals aged 55 plus in a primary care setting. The Intensive Care Management Program provides mental health services to severely mentally ill older adults aged 60 plus in their home, the community, and within a clinical setting. There are three multi-disciplinary teams, one for each region of the County. Services include screening and assessment, medication management, and case management services including advocacy, placement, linkage and referral. l. Transition Team: Provides short-term intensive case management services and linkage to ongoing services for severely and persistently mentally ill adults ages 18-59 who are in need of mental health services. Transition Team referrals come primarily from inpatient psychiatric hospitals, Psychiatric Emergency Services, homeless services, and occasionally from law enforcement. The consumers range from individuals who are experiencing their first psychiatric symptoms to those who have had long-term psychiatric disabilities, but have been unable or unwilling to accept mental health treatment on their own. The Transition Team provides these consumers with the additional support and guidance to successfully access these services and to stay in treatment. Once consumers are stable enough, the Transition Team refers them to one of our outpatient mental health clinics for ongoing treatment and support. m. Evidence Based Practice (EBPs): The adult system of care has instituted trainings in several evidence-based practices (EBPs) across all three regions of the Division including Cognitive Behavioral Social Skills Training (CBSST), and Cognitive Behavioral Treatment for Psychosis (CBTp), Cognitive Behavioral Therapy for Depression (CBT for Depression), Dialectical Behavioral Therapy (DBT), and Wellness Recovery Action Plan (WRAP). To support successful implementation of EBPs, EBP Team Leaders have been identified in each of the three adult regional clinics as well as in the Older Adult and Forensics programs. Team Leaders provide ongoing consultation and support to staff using EBPs, as well as monitor the use of outcome measures identified to collect data and outcomes of the clients receiving EBP services. Outcome measures being implemented are: the Patient Health Questionnaire (PHQ9), the Generalized Anxiety Disorder (GAD7), the Independent Living Skills Survey (ILSS), and the Recovery Assessment Scale (RAS). Planning has begun to implement the Adult Needs and Strengths Assessment (ANSA) across the Adult System of Care. Also, plans are underway to have staff trained in “Multifamily Groups in the Treatment of Severe Psychiatric Disorders”. Each regional clinic will have a treatment team consisting of a Family Support Worker and a Mental Health Clinical Specialist who will provide Multifamily Groups for the families of clients receiving services in those clinics. Additionally, we are also in preliminary stages of investigating the development and implementation of the EBP Assertive Community Treatment (ACT) in our adult regional clinics to support level of care Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 279 needs and coordinating treatment of co- occurring disorders. n. Augmented Board and Cares for Older Adult Mental Health Consumers: The Behavioral Health Division’s Adult System of Care expanded its bed capacity for older adult Behavioral Health consumers requiring supports for activities of daily living and medical care as well as supports for their mental health needs. Increasing our bed capacity has greatly reduced wait lists for our older adult clients needing specialized care services. Case management services are provided by Older Adult Mental Health. o. Trauma Informed Systems of Care: Behavioral Health's strategic plan identifies trauma informed care as a priority. Behavioral Health (BH) strives to deliver trauma informed care through the adoption of a strengths based framework for service provision, grounded in an understanding of and responsiveness to the impact of trauma on consumer behavioral health and recovery. BH Adult System of Care convenes a monthly "Trauma Informed Collaborative" to coordinate with system partners - Public Health, Employment and Human Services, primary care, and homeless services - on trauma-informed trainings and activities in their respective domains. BH began division-wide training for all staff in 2018 on Trauma 101, the basics of stress and trauma and its impact on health and well-being. BH will continue to provide Trauma 101 trainings to BH staff to complete the goal of having all BH staff trained by the end of 2019. Adult Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $66,535,488 Financing: 62,665,781 Net County Cost: 3,869,707 Funding Sources: State 49.1% $32,665,876 Federal 31.3% 20,827,191 Local 11.0% 7,342,689 Transfer 2.8% 1,830,025 General Fund 5.8% 3,869,707 FTE: 162.4 Note: Excludes Support Services costs included under the Administrative component of the budget. 3. Support Services Description: Functions include personnel administration, staff development training, procuring services and supplies, physical plant operations, contract negotiations and administration, program planning, development of policies and procedures, preparation of grant applications and requests for proposals, monitoring service delivery and client complaints, utilization review and utilization management, quality assurance and quality management, quality improvement, computer system management, and interagency coordination. ccLink Optimization Efforts: The Behavioral Health Division has been using ccLink (Electronic Health Record) for clinical documentation for over 1 year, and as a result, is more effectively coordinating care with providers across all of Health Services. Since the implementation of ccLink in September 2017, clients have benefited from enhanced clinical decision support, standardization and improved quality of documentation, as well as better information sharing, care coordination, and access and capacity management. These systems will also support enhanced population Health Services Health and Human Services 280 County of Contra Costa FY 2019-2020 Recommended Budget management and outcomes-oriented program evaluation for the benefit of our clients. In 2019-20, we will continue engaging our Behavioral Health governance committees, including the selection of new and/or recommitment of existing Super Users and Champions. These governance committees will engage in ongoing decision making, process improvement, project prioritization, and change management. This newly established governance structure will receive ongoing feedback, support, and guidance from the IT Steering Committee, an executive body for any and all major decision making. We will roll out additional MyChart patient portal tools for behavioral health patients as well as a behavioral health After Visit Summary (AVS), a written print out given to patients with specific instructions such as what to do when someone feels suicidal and who to call. We plan to implement electronic medication consents. We will also begin the implementation of a provider portal for Community Based Organizations. We will upgrade our electronic health record to Epic's 2019 version. Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $14,816,058 Financing: 4,512,681 Net County Cost: 10,303,377 Funding Sources: State 20.6% $3,051,217 Federal 6.4% 941,999 Transfer 3.5% 519,465 General Fund 69.5% 10,303,377 FTE: 83.8 4. Local Hospital Inpatient Psychiatric Services Description: Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and crisis stabilization for seriously and persistently mentally ill clients who may be a danger to themselves or others. Local Hospital Inpatient Psychiatric Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,835,330 Financing: 10,893,010 Net County Cost: 942,320 Funding Sources: Federal 81.5% $9,645,682 Local 9.2% 1,089,233 Transfer 1.3% 158,095 General Fund 8.0% 942,320 5. Outpatient Mental Health Crisis Service Description: The outpatient clinic provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning, and placement/ referral services. Services are provided at the CCRMC Crisis Stabilization Unit. Outpatient Mental Health Crisis Service Summary Service: Mandatory Level of Service: Mandatory Expenditures: $16,038,957 Financing: 15,072,200 Net County Cost: 966,757 Funding Sources: Federal 61.3% $9,825,870 Local 32.7% 5,246,330 General Fund 6.0% 966,757 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 281 6. Medi-Cal Psychiatric Inpatient/Outpatient Specialty Services (Managed Care) Description: The Behavioral Health Division operates the County Mental Health Plan, a Managed Care Organization (MCO). The Behavioral Health Division provides Medi-Cal Psychiatric Inpatient and Outpatient Specialty Services through a network of providers. The Behavioral Health Division maintains a network of inpatient psychiatric care providers within Contra Costa County and throughout the Bay Area in order to meet the needs of our patients. The Behavioral Health Division also maintains a network of over 240 contracted outpatient providers who provide services to Medi-Cal beneficiaries. These outpatient services include individual therapy, group therapy, and medication management services for both children and adults who require specialty Mental Health Services. Medi-Cal Managed Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $9,888,688 Financing: 8,887,543 Net County Cost: 1,001,145 Funding Sources: Local 58.3% $5,767,824 Federal 31.5% 3,119,719 General Fund 10.2% 1,001,145 FTE: 23.0 7. Mental Health Services Act (MHSA)/ Proposition 63 Description: Expands mental health care programs for children, transition age youth, adults and older adults. Services are client and family driven and include culturally and linguistically appropriate approaches to address the needs of underserved populations. They must include prevention and early intervention, as well as innovative approaches to increasing access, improving outcomes and promoting integrated service delivery. Revenues from the MHSA Fund (page 282) are transferred into the Mental Health Services Behavioral Health general fund budget. The projected FY 2019-20 MHSA expenditures are described below. Program Type $ in Millions Community Support System $37.69 Prevention and Early Intervention 9.19 Work Force Education & Training 2.67 Capital Facilities 3.00 Innovation 2.20 Total MHSA Allocation $54.75 The FY 2019-20 is the third plan in the MHSA Three Year Program and Expenditure Plan for Fiscal Years 2017-20, and includes implementation on the following new program: Oak Grove. Planning and start-up funds have been set aside to renovate two county owned buildings and to certify this facility as a 16-bed Short Term Residential Therapeutic Program (STRTP) to address residential treatment requirements for transition age youth ages 15-26 who have been determined to need high acuity mental health treatment services in an unlocked environment. Residential and supportive services will be co-located to provide voluntary community level treatment with safe and stable housing for the most vulnerable and at-risk youth who are experiencing serious mental health issues. Mental Health Services Act Service: Mandatory Level of Service: Discretionary Expenditures: $54,751,349 Financing: 54,751,349 Net County Cost: 0 Funding Sources: Local 100.0% $54,751,349 (Transfers from the MHSA Fund) FTE: 165.7 Health Services Health and Human Services 282 County of Contra Costa FY 2019-2020 Recommended Budget Mental Health Services Act (MHSA)/Proposition 63 Mental Health Services Act Fund (PROP 63) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Expenditure Transfers 40,473,083 50,513,394 54,751,349 54,751,349 0 Expense Total 40,473,083 50,513,394 54,751,349 54,751,349 0 Revenue Other Local Revenue 1,123,555 417,389 1,706,462 1,706,462 0 State Assistance 46,082,522 50,096,005 53,044,887 53,044,887 0 Revenue Total 47,206,077 50,513,394 54,751,349 54,751,349 0 Net Fund Cost (NFC): (6,732,994) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 25% 8% 0% % Change in Total Rev 7% 8% 0% % Change in NFC (100%) 0% 0% Description: Approved by California voters in November 2004, Proposition 63 imposes a 1% tax on incomes in excess of $1 million and directs those collections to the provision of expanding mental health care programs for children, transition age youth, adults, and older adults. The MHSA added Section 5891 to the Welfare & Institutions Code, which reads in part, “The funding established pursuant to this Act shall be utilized to expand mental health services. These funds shall not be used to supplant existing state or county funds utilized to provide mental health services”. Funds are transferred to specific Health Services Mental Health programs and fund 165.7 FTEs. The first yearly MHSA Program and Expenditure Plan for Community Services and Supports was approved by the Board of Supervisors and submitted to the State Department of Mental Health on December 22, 2005. The Prevention and Early Intervention component was added in 2009, and the remaining components of Innovation, Workforce Education and Training, and Capital Facilities/Information Technology were added in FY 2010-11. Each subsequent year an annual update was approved, which included program refinements, program changes when indicated, and the development of new programs identified by a local stakeholder-driven community program planning process. Contra Costa’s first integrated Three Year Program and Expenditure Plan was submitted and approved for fiscal years 2014-17. For the MHSA Three Year Program and Expenditure Plan Update for FY 2019-20 (Three Year Plan Update), the statutorily required Community Program Planning process will conclude with a 30-day public comment period and public hearing in May 2019. Responses to substantive stakeholder input, received during the public comment period, will be incorporated in the final Three Year Plan Update that will be submitted for the Board of Supervisors consideration on or after May 2019. Revenues to the MHSA Trust Fund tend to change from year to year due to the dynamic nature of the revenue source. Any expenditures Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 283 in excess of annual MHSA revenues can be funded from the Trust Fund carryover surplus. However, to date the FY2017-20 MHSA Program and Expenditure Plan total average expenditures have not exceeded the average of annual revenues. Mental Health Services Act Service: Mandatory Level of Service: Discretionary Expenditures: $54,751,349 Financing: 54,751,349 Net County Cost: 0 Funding Sources: State 96.9% $53,044,887 Local 3.1% 1,706,462 Health Services Health and Human Services 284 County of Contra Costa FY 2019-2020 Recommended Budget Behavioral Health – Alcohol and Other Drugs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,304,153 5,947,419 6,404,179 6,404,179 0 Services And Supplies 14,384,048 20,671,478 24,882,963 24,882,963 0 Fixed Assets 5,904 13,500 13,500 13,500 0 Expenditure Transfers (1,816,066) (2,052,749) (1,908,791) (1,908,791) 0 Expense Total 16,878,039 24,579,648 29,391,851 29,391,851 0 Revenue Other Local Revenue 4,343,362 4,949,192 5,258,647 5,258,647 0 Federal Assistance 4,062,493 8,579,134 8,735,865 8,735,865 0 State Assistance 7,009,982 9,116,015 13,462,339 13,462,339 0 Revenue Total 15,415,837 22,644,341 27,456,851 27,456,851 0 Net County Cost (NCC): 1,462,202 1,935,307 1,935,000 1,935,000 0 Allocated Positions (FTE) 53.0 54.0 54.0 54.0 0.0 Financial Indicators Salaries as % of Total Exp 26% 24% 22% 22% % Change in Total Exp 46% 20% 0% % Change in Total Rev 47% 21% 0% % Change in NCC 32% (0%) 0% Compensation Information Permanent Salaries 2,422,877 3,506,162 3,808,337 3,808,337 0 Temporary Salaries 54,628 0 0 0 0 Permanent Overtime 86,955 (0) (0) (0) 0 Deferred Comp 36,979 58,620 73,020 73,020 0 Comp & SDI Recoveries (22,575) 0 0 0 0 FICA/Medicare 190,764 266,369 291,090 291,090 0 Ret Exp-Pre 97 Retirees 7,007 2,173 2,173 2,173 0 Retirement Expense 694,961 1,011,058 1,065,887 1,065,887 0 Employee Group Insurance 385,932 584,943 736,979 736,979 0 Retiree Health Insurance 270,721 274,956 266,219 266,219 0 OPEB Pre-Pay 102,277 141,811 96,117 96,117 0 Unemployment Insurance 5,669 1,753 1,915 1,915 0 Workers Comp Insurance 67,958 99,575 62,441 62,441 0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 285 Description: To reduce the incidence and prevalence of Substance Use Disorders (SUD) through prevention, diversion, treatment and recovery services. The Alcohol and Other Drugs service delivery model is based on a network of community based organizations and one County operated program which provide SUD prevention, diversion and treatment services throughout Contra Costa. On June 30, 2017, Alcohol and Other Drugs Services (AODS) received a contract from the Federal Centers for Medicare and Medicaid Services (CMS) for the implementation of the Drug Medi-Cal Organized Delivery System (DMC-ODS) Waiver Plan to provide a continuum of care for SUD treatment services to Medi-Cal beneficiaries modeled after the American Society of Addiction Medicine (ASAM) Criteria. At the beginning of FY 2017-18, Contra Costa County became the 5th county in the State that opted into the Waiver. To participate in the DMC-ODS Waiver the County was required to submit a program implementation and a fiscal plan that were subsequently approved by the State Department of Health Care Services (DHCS) and CMS on November 2016. The DMC-ODS Waiver operates as a Prepaid Inpatient Hospital Plan (PIHP) requiring counties to provide greater administrative oversight, and implement utilization controls to improve care and maximize efficiency. The DMC-ODS Waiver gave counties a unique opportunity to expand service capacity and the type and quality of available benefits for Medi- Cal eligible beneficiaries who meet medical necessity for SUD and who reside in the County. In Contra Costa, the DMC-ODS Waiver has been in operation for approximately 18 months, AODS is responsible for the implementation and management of the Organized Delivery System which constitutes a comprehensive approach for providing SUD prevention, diversion, outpatient, intensive outpatient, residential treatment, case management, recovery support services as well as withdrawal management, and Medication Assisted Treatment (MAT) which includes Narcotic Treatment Programs (NTP). A vital function of the DMC-ODS is to provide timely and adequate access to the network of SUD services throughout Contra Costa. Workload Indicator: The recommended FY 2019-2020 budget is based on an average caseload of 4,171 unduplicated clients served in treatment and 4,900 prevention participants. Impact: As projected in FY 2018-19, or year two of the DMC Waiver, there has been a slight increase in our budget since its implementation in FY 2017-18. While the recommended budget maintains the current funding level relative to year two, we anticipate a slight expansion of services during FY 2019-20 exclusively on not available and required DMC services consisting of ASAM Levels 3.1, 3.2, 3.3, 3.5 and 3.7 where the use of State General Funds can be used as a match to Medi-Cal dollars. To that end, based on the assumption that the number of Medi-Cal beneficiaries will increase, a gradual and slight increase in staffing levels is expected to occur, proportionate to such expansion in FY 2019-20. A key feature of Contra Costa’s DMC Waiver is the expansion of services within existing Behavioral Health Division structures to further its integration and leverage resources. At the end of August 2018, Contra Costa had its first External Quality Review Organization (EQRO). Data provided by the team of EQRO reviewers indicated that “Contra Costa’s overall penetration rate for treating Medi-Cal beneficiaries with SUD was 0.59 percent, more than double the statewide average of 0.25 percent.” Although AODS has improved timely access and treatment availability, we have yet to meet prior projections of the number of Medi-Cal beneficiaries who need SUD services. The larger referral source to SUD treatment remains the criminal justice system, which excludes other non-traditional partners such as: hospitals, emergency rooms, clinics, etc. Conceivable, once the health care system starts referrals, we should be able to near early projections made of Medi-Cal beneficiaries who need SUD treatment. 1. Prevention Services Description: Prevention programs provide alcohol and other drugs education, alcohol and drug-free activities, community-based initiatives, problem identification, and referrals for youth and adults. In partnership with community based providers, programs engage youth and Health Services Health and Human Services 286 County of Contra Costa FY 2019-2020 Recommended Budget community residents to reduce alcohol, marijuana and other drug availability and accessibility. Utilizing the public health approach to prevention, coalitions focus activities on changing the local conditions and social norms that contribute to AOD use, including unused and non-prescribed medications. Prevention services are directed at individuals who have not been determined to require treatment of substance use disorders and incorporate Evidence Based Practices (EBP) across service delivery. In order to support and ensure model integrity, AODS administration is able to access free technical assistance through the DHCS Substance Use Disorders Prevention branch. Ongoing training and monitoring ensure that programs maintain fidelity. DHCS requires counties to develop a Prevention Strategic Plan for the implementation of SUD prevention services by engaging community residents throughout Contra Costa in a Stakeholder Community Needs Assessment. The County’s Five-Year AOD Prevention Strategic Plan expired on June 30, 2018. Accordingly, prevention staff started the Strategic Prevention Framework (SPF) process in October 2017 as planned and the new County Prevention Strategic Plan was approved by DHCS at the end of June 2018. This new Prevention Strategic Plan will cover the period of 2018-2023 and includes an evaluation plan. Parents, youth, educators, police officers, medical staff, counselors and residents were some of the stakeholders who contributed input to the preparation of the new plan. In addition to underage drinking, the new Prevention Strategic Plan addresses challenges related to the legalization of marijuana as well as the impact of the opioid epidemic in Contra Costa. Prevention Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,560,098 Financing: 1,560,098 Net County Cost: 0 Funding Sources: State 100.0% $1,560,098 FTE: 4.2 2. Access to Information, Screening and Referral to SUD Treatment Description: Effective July 1, 2017 following the implementation of the DMC-ODS Waiver, the Behavioral Health Access Line became the single point of entry to access SUD services. Substance Abuse counselors co-located at the Behavioral Health Access Line provide information, ASAM screening and referral to individuals in need of prevention, treatment and recovery services. Prior to admission into any SUD program, beneficiaries receive a face to face ASAM placement assessment to determine medical necessity and to ensure placement at the most appropriate level of care. To effectively engage hard to reach populations, counselors in the field conduct ASAM screenings in the courts, homeless shelters, jails, and West County Reentry Center. Similar to the Behavioral Health Access Line staff, screeners in the field are able to directly schedule intake appointments with treatment providers via warm transfers. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 287 Information, Screening and Referral into SUD Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $738,116 Financing: 369,058 Net County Cost: 369,058 Funding Sources: State 50.0% $369,058 General Fund 50.0% 369,058 FTE: 6.5 3. DMC Waiver and Non-DMC Waiver Services Description: The DMC Waiver and Non-DMC Waiver Treatment services are comprised of 4 major service levels as follows:  Narcotic Treatment Program (NTP)  Outpatient and Intensive Outpatient Treatment Services (IOT)  Residential Services and Withdrawal Management Services  Case Management, Recovery Support, and Recovery Residences These services are described separately in boxes below. Narcotic Treatment Program Description: Contracted Narcotic Treatment Programs (NTP) or Medication Assisted Treatment (MAT) include outpatient methadone maintenance and Buprenorphine for the treatment of opioid disorders for adults and youth, including pregnant women and persons at risk of HIV infection through injection drug use. In FY18-19 Naloxone was added to the contract for the prevention of opioid overdoses. The DMC-ODS plan also serves Contra Costa residents who receive MAT services in other counties. This budget reflects services contracted with out of county providers. Narcotic Treatment Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $6,840,661 Financing: 6,840,661 Net County Cost: 0 Funding Sources: Federal 50.0% $3,420,330 Local 50.0% 3,420,331 Outpatient and Intensive Outpatient Treatment Description: Provides Outpatient Drug Free (ODF) or ASAM Level 1 and Intensive Outpatient Treatment (IOT) or ASAM Level 2 services for adults, youth/adolescents, pregnant women and family members with SUD. Structured programming services consisting primarily of ASAM placement assessment, individual and group counseling and education, case management, and recovery support services. Programs operate on a six-month treatment model and implement evidence based practices including: Matrix, Motivational Interviewing, Cognitive Behavioral Therapy, and Trauma Informed curriculum. The services provided through ODF and IOT are the same, with the key difference consisting of the number of hours a beneficiary must attend treatment. With the exception of counselors co-located in the Mental Health Clinics, at the present time, all Outpatient service modalities are provided by community based organizations through a contract with AODS. Health Services Health and Human Services 288 County of Contra Costa FY 2019-2020 Recommended Budget Outpatient and Intensive Outpatient Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,818,486 Financing: 3,255,379 Net County Cost: 563,107 Funding Sources: Federal 46.0% $1,757,668 State 26.8% 1,021,653 Local 12.5% 476,058 General Fund 14.7% 563,107 FTE: 4.0 Residential Treatment and Withdrawal Management Services Description: Residential Treatment or ASAM Level 3.1 are a non-institutional, 24-hour non- medical, short-term (up to 90-days with two non- continuous 90 days admissions within 365 calendar days), provides support for youth, men, women, women with their children (perinatal), and ASAM Level 3.2 detoxification for adults. Beneficiaries receive ASAM placement assessment and structured, individual and group counseling, and education, case management and linkages to recovery support services. Withdrawal Management (WM 3.2) means social model, non-medical detoxification services that includes a set of interventions aimed at managing acute intoxication and withdrawal. As with other covered benefits under the Waiver, placement in residential treatment is based on medical necessity. Behavioral Health’s AODS contracts for L3.1 and L3.2 services for men and women, and directly operates Discovery House, a 40-bed residential facility for men. In FY18-19, we slightly increased L3.2 by contracting with Helen Vine, a social model withdrawal management service program located in Marin County. Residential Treatment and Withdrawal Management Summary Service: Discretionary Level of Service: Discretionary Expenditures: $9,424,271 Financing: 8,491,191 Net County Cost: 933,080 Funding Sources: State 50.2% $4,729,602 Federal 31.5% 2,972,491 Local 8.4% 789,098 General Fund 9.9% 933,080 FTE: 16.0 Case Management, Recovery Support, and Recovery Residences AODS contracts for case management and recovery support services for DMC beneficiaries. Case management includes a comprehensive assessment to identify needs and supports clients during transitions to higher or lower level of substance use care. Case management involves coordination, communication, referrals, and related activities needed by the beneficiary in order to succeed in the recovery process. Recovery support services assist beneficiaries upon completion of treatment with recovery monitoring, education and skill building to prevent relapse. Recovery support services are important in the recovery and wellness process as they emphasize the beneficiary’s central role in managing their health, promote the use of effective self-management support strategies, and provide internal and community resources to support ongoing self-management. Formerly called Sober Living Environments (SLE), Recovery Residences allow beneficiaries to transfer from a residential treatment facility to a safe clean and sober living situation as they step down and continue outpatient treatment. Recovery Residences are not covered by DMC; however, counties operating a DMC-ODS plan are allowed to use discretionary funding sources to ensure that Medi-Cal eligible individuals can receive these benefits. Two years ago, in Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 289 anticipation for the implementation of the DMC Waiver, AODS in partnership with the community, developed guidelines for the operation of Recovery Residences and towards the end of 2018, established and maintained two separate small contracts with Support4Recovery and Oxford Houses for the preliminary implementation of Recovery Residence services. Case Management, Recovery Support and Recovery Residences Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,218,042 Financing: 1,148,287 Net County Cost: 69,755 Funding Sources: State 76.4% $930,623 Federal 13.0% 158,692 Local 4.8% 58,972 General Fund 5.8% 69,755 4. Special Services – Non-DMC Waiver Description: Alcohol and Other Drugs Services administers several time-limited federal and state special initiatives and demonstration programs. Towards the end of 2016, DHCS ended a special contract provision that redirected discretionary funds to provide HIV testing and education to SUD beneficiaries. Since then, AODS collaborates with the County’s HIV/AIDS program to maintain services through existing available resources. Some of the programs include: a) Adolescent Treatment: Through limited discretionary funding, DHCS supports the development of culturally competent SUD treatment for young people. As a result of the DMC-ODS Waiver, we plan to increase the number of Adolescent Outpatient treatment services in the County. b) SAMHWorks (CalWorks): The program is a partnership between the Health Services Department and the Employment and Human Services Department (EHSD) to provide an array of behavioral health services to CalWorks eligible participants with SUD to reduce barriers to employment. The clients are referred by EHSD. c) Criminal Justice (AB 109) & County Diversion Programs (Driving Under the Influence (DUI) and Penal Code 1000): With AB 109 designed to largely reduce prison overcrowding, California transferred the responsibility for custody and supervision of certain convicted individuals with lower level offenses to counties. Most recently, the County’s Community Corrections Partnership (CCP) voted unanimously to allow AODS to use AB109 funds to support Medi-Cal required non- federal match and other benefits not covered by Medi-Cal. Accordingly, the new FY 2019-20 contracts will include funding structures representing the CCP decision across SUD treatment programs thereby widening AB 109 admissions across the DMC-ODS. Although DUI programming is self-paid through client fees, AODS is responsible for monitoring service delivery and performing ongoing audits to ensure adherence to DHCS regulations of all Diversion Programs which include Driving Under the Influence (DUI) and PC1000. AODS offers intakes in all County courts and referrals to all DUI programs. Health Services Health and Human Services 290 County of Contra Costa FY 2019-2020 Recommended Budget Special Programs (Non-DMC Waiver) Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,986,001 Financing: 3,986,001 Net County Cost: 0 Funding Sources: Transfer 48.6% $1,936,829 State 47.8% 1,904,041 Local 3.6% 145,131 FTE: 11.9 5. Program and System Support Description: The AODS Administration has a state-mandated responsibility to provide oversight and management of all SUD Waiver treatment and recovery services and Non- Waiver SUD services including primary prevention. Functions include bi-annual on-site program monitoring, personnel administration, program planning and development, contract development and budget negotiation, development of policies and procedures, grant preparation, evaluation, interdivisional and system of care coordination. Drug Medi-Cal operations require a higher level of accountability and oversight regulated by managed care standards. Service expansion for SUD covered benefits for counties that opted into the Waiver, is supported by federal and state funding requiring a 50% non-federal match. Revenues to support the program comprise of Realignment and Substance Abuse Block Grant (SABG) funds. As a new program, the Waiver is contingent on evaluation and External Quality Review Organization (EQRO) and Network Adequacy Certification requirements to demonstrate the effectiveness and efficiency of this historical paradigm change. The Program Support category includes a conservative approach to the expansion of highly specialized functions within specific Behavioral Health Division structures to maximize resources and prevent duplication. For example: addition of staff to Utilization Review and Utilization Management (UM/UR); Quality Improvement/Quality Assurance (QI/QA), planning and evaluation, data management and information systems, etc. Program and System Support Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,743,005 Financing: 3,743,005 Net County Cost: 0 Funding Sources: State 78.7% $2,947,264 Federal 11.4% 426,683 Local 9.9% 369,058 FTE: 11.4 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 291 Health, Housing, and Homeless Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,161,754 1,461,869 1,821,751 1,821,751 0 Services And Supplies 13,388,349 13,642,372 22,390,121 22,390,121 0 Fixed Assets 0 64,800 64,800 64,800 0 Expenditure Transfers (7,068,343) (6,788,585) (8,205,582) (8,205,582) 0 Expense Total 7,481,760 8,380,456 16,071,090 16,071,090 0 Revenue Other Local Revenue 503,517 598,662 598,662 598,662 0 Federal Assistance 2,775,076 4,292,235 11,888,428 11,888,428 0 State Assistance 1,002,160 800,000 900,000 900,000 0 Revenue Total 4,280,752 5,690,897 13,387,090 13,387,090 0 Net County Cost (NCC): 3,201,008 2,689,559 2,684,000 2,684,000 0 Allocated Positions (FTE) 11.0 13.0 13.0 13.0 0.0 Financial Indicators Salaries as % of Total Exp 16% 17% 11% 11% % Change in Total Exp 12% 92% 0% % Change in Total Rev 33% 135% 0% % Change in NCC (16%) (0%) 0% Compensation Information Permanent Salaries 735,838 927,869 1,137,013 1,137,013 0 Deferred Comp 12,118 15,660 23,100 23,100 0 FICA/Medicare 55,424 70,982 87,389 87,389 0 Ret Exp-Pre 97 Retirees 2,329 0 2,498 2,498 0 Retirement Expense 227,769 281,590 344,098 344,098 0 Employee Group Insurance 98,333 135,950 201,009 201,009 0 Retiree Health Insurance 5,218 0 5,211 5,211 0 OPEB Pre-Pay 3,365 3,003 2,242 2,242 0 Unemployment Insurance 1,671 464 571 571 0 Workers Comp Insurance 19,688 26,351 18,620 18,620 0 Health Services Health and Human Services 292 County of Contra Costa FY 2019-2020 Recommended Budget Description: Contra Costa’s Health, Housing and Homeless Services (H3) commits to making homelessness short-lived and non-recurring by ensuring an integrated system of health, support services, and housing for persons experiencing homelessness in our community. H3 has created a continuum of care, in partnership with community-based organizations, which includes information and referral, multi-service centers that provide case management and support services, outreach to encampments, emergency shelter, transitional housing, and permanent supportive housing for adults, youth, and families. H3 also provides guidance and staff to the Contra Costa Council on Homelessness, the federally mandated governing body for all HUD- Homelessness Assistance funded services in Contra Costa County. Workload Indicator: The requested FY 2019- 20 budget is based on the provision of 85,279 annual shelter bed-days. Impact: The recommended budget maintains the current level of services. 1. Administration Description: Administration includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. a. Contra Costa Council on Homelessness: The Council is staffed by H3 and is appointed by the Contra Costa County Board of Supervisors to assist and provide guidance in the development and implementation of long range planning and policy formulation of homeless issues in Contra Costa County. Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,903,766 Financing: 1,695,201 Net County Cost: 1,208,565 Funding Sources: State 31.0% $900,000 Federal 21.5% 623,525 Transfer 5.5% 160,876 Local 0.4% 10,800 General Fund 41.6% 1,208,565 FTE: 10.0 2. Coordinated Entry System (CES) Description: The Coordinated Entry System (CES) streamlines access to housing and services while addressing barriers, and getting the right resources to the right people at the right time. Coordinated entry focuses on three points of entry that are aimed to quickly identify, assess, and prioritize homeless individuals, youth, and families for appropriate housing and services. a. Homeless Services Information Line: In partnership with the Contra Costa Crisis Center, the 211 information line serves as one of the three entry points in the CES and connects homeless individuals to services throughout the coordinated entry system. Services include prevention/diversion screening and triage, referrals to CARE Centers, and linkages to the CORE outreach teams. Beginning in 2019, the 211 information line will centralize access and referral for shelter beds available through the County. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 293 b. Coordinated Assessment Resource (CARE) Centers: CARE Centers also serve as one of three entry points in the Coordinated Entry System. At the CARE Centers, clients can access an array of services, including showers, food, case management, housing assessment, housing navigation services, substance use disorder services and benefits assistance. CARE Centers are operated by local non-profit agencies, in partnership with the County, and are located in West, and Central, and soon in East County. c. Coordinated Outreach Referral and Engagement (CORE) Teams: CORE Teams serve as entry points into the coordinated entry system for unsheltered homeless persons. CORE outreach teams engage and offer services to homeless individuals living outside and help facilitate connection to health and social services to stabilize their mental and physical health as well as provide direct shelter placement and linkages to CARE Centers. Coordinated Entry System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,942,192 Financing: 2,942,192 Net County Cost: 0 Funding Sources: Federal 78.8% $2,318,994 Transfer 21.2% 623,198 3. Interim Housing and Support Services Description: Interim Housing and Support Services offers short-term shelter and support services, including referral for AOD detox and mental health treatment services, and stabilization in preparation for permanent housing. a. Adult Interim Housing Program: Consists of 24-hour shelter facilities in Richmond and Concord that focus on housing search assistance with case management and other wrap-around services including meals, laundry facilities, mail, and telephone services. The program has the combined capacity to serve 166 men and women, including specialized services for veterans. b. Philip Dorn Respite Center: A twenty-six (26) bed shelter for homeless adults who are leaving the hospital and would otherwise be appropriate for discharge to their home and have health care needs that cannot be met in the emergency shelter environment. This is a collaborative project with Health Care for the Homeless and local hospitals. Interim Housing and Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,871,774 Financing: 2,685,491 Net County Cost: 1,186,283 Funding Sources: Transfer 58.5% $2,266,723 Federal 10.2% 393,768 Local/Other 0.7% 25,000 General Fund 30.6% 1,186,283 4. Supportive Housing Programs Description: Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. a. Rental Assistance Program (formerly Shelter Plus Care): Provides housing subsidies to homeless persons with disabilities and provides support services. A collaborative effort with the Housing Authority of Contra Costa County, this program has the capacity to serve over 500 households. Health Services Health and Human Services 294 County of Contra Costa FY 2019-2020 Recommended Budget b. Destination Home: Provides 12 units of permanent supportive housing for chronically homeless, disabled individuals. Participants of the project receive a safe, permanent place to live as well as wrap-around services to help stabilize their lives. Case management assistance with enrolling in mainstream benefits and services, and access to peer support groups are all part of a larger continuum of services that allow individuals to work through many of the issues that led to their homelessness while simultaneously moving toward a more sustainable future. c. Permanent Connections: Provides subsidized permanent housing linked to services for homeless youth with chronic mental illness, HIV/AIDS, or developmental or physical disabilities. Youth ages 18-24 receive wrap- around support services that assist them to not only maintain, but also thrive in their housing. Supportive Housing Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,851,212 Financing: 5,729,252 Net County Cost: 121,960 Funding Sources: Transfer 80.5% $4,710,709 Federal 8.8% 517,774 Local 8.6% 500,769 General Fund 2.1% 121,960 5. Contra Costa Youth Continuum of Services (CCYCS) for Runaway and Homeless Youth Description: Contra Costa’s Youth Continuum of Services provides shelter, transitional and permanent housing, and services to youth ages 18-24. a. Calli House: A fifteen bed emergency shelter and service program located in Richmond that serves transition-age youth 18-24. Youth-specific case management, vocational and educational services, health care, and substance abuse support services are provided at the center during the day. b. Appian House - Transitional Housing for Youth: Provides longer-term housing and services for 18-24-year-old homeless and/or emancipating foster care youth. This 6-bed program provides transition-age youth with support, guidance, and skill development over an 18 to 21-month period that will lead youth to viable employment and permanent housing options. c. Pomona Apartments Independent Living Program: Provides longer-term housing and services for 18-24-year-old youth experiencing homelessness and/or emancipating foster care. This program provides transition-age youth with the support, guidance, and skill development over a two-year period that will support them in their wellness and recovery and lead them to permanent housing. Contra Costa Youth Continuum of Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $783,487 Financing: 618,132 Net County Cost: 165,355 Funding Sources: Transfer 71.0% $556,132 Federal 7.9% 62,000 General Fund 21.1% 165,355 FTE: 1.0 6. Homeless Management Information System Description: The Homeless Management Information System (HMIS) is a federally required, shared homeless service and housing database system administered by the County Homeless Program, with support from Contra Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 295 Costa Health Services Information Technology, and utilized by community-based homeless service providers, Public Health, and Behavioral Health programs. HMIS enables service providers to collect and share uniform client information. Homeless Management Information System Service: Discretionary Level of Service: Discretionary Expenditures: $839,526 Financing: 837,689 Net County Cost: 1,837 Funding Sources: Federal 92.4% $775,596 Local 7.4% 62,093 General Fund 0.2% 1,837 FTE: 1.0 7. Homeless Emergency Aid Program (HEAP). Description: The HEAP Program, a one-time Block grant funding, addresses the immediate emergency needs of homeless individuals and individuals at imminent risk of homelessness in the service areas around the County, which include but are not limited to the following: services, rental assistance or subsidies, capital improvements and homeless youth activities. Homeless Emergency Aid Program (HEAP) Service: Discretionary Level of Service: Discretionary Expenditures: $7,196,771 Financing: 7,196,771 Net County Cost: 0 Funding Sources: Federal 100.0% $7,196,771 FTE: 1.0 Health Services Health and Human Services 296 County of Contra Costa FY 2019-2020 Recommended Budget Public Health General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 49,929,885 61,319,054 64,489,831 64,489,831 0 Services And Supplies 15,462,290 13,987,623 16,727,032 16,727,032 0 Fixed Assets 373,962 548,000 505,000 505,000 0 Expenditure Transfers (3,038,127) (2,953,219) (4,008,893) (4,008,893) 0 Expense Total 62,728,010 72,901,458 77,712,970 77,712,970 0 Revenue Other Local Revenue 6,849,462 6,556,059 6,384,203 6,384,203 0 Federal Assistance 12,150,243 11,690,083 12,065,286 12,065,286 0 State Assistance 23,327,754 33,474,465 38,123,481 38,123,481 0 Revenue Total 42,327,459 51,720,607 56,572,970 56,572,970 0 Net County Cost (NCC): 20,400,552 21,180,851 21,140,000 21,140,000 0 Allocated Positions (FTE) 474.4 479.1 479.1 479.1 0.0 Financial Indicators Salaries as % of Total Exp 80% 84% 83% 83% % Change in Total Exp 16% 7% 0% % Change in Total Rev 22% 9% 0% % Change in NCC 4% (0%) 0% Compensation Information Permanent Salaries 29,638,460 35,934,051 38,685,904 38,685,904 0 Temporary Salaries 605,334 808,668 457,034 457,034 0 Permanent Overtime 69,323 84,485 49,826 49,826 0 Deferred Comp 306,889 501,349 494,016 494,016 0 Perm Physicians Salaries 472,529 692,607 933,034 933,034 0 Perm Phys Addnl Duty Pay 6,580 6,950 32,753 32,753 0 Comp & SDI Recoveries (44,952) (60,546) (60,546) (60,546) 0 FICA/Medicare 2,284,025 2,895,704 2,935,084 2,935,084 0 Ret Exp-Pre 97 Retirees 101,769 99,096 104,095 104,095 0 Retirement Expense 9,354,700 11,133,720 11,660,664 11,660,664 0 Employee Group Insurance 4,385,029 6,204,445 6,686,339 6,686,339 0 Retiree Health Insurance 1,235,086 1,270,092 1,309,728 1,309,728 0 OPEB Pre-Pay 630,564 630,564 537,475 537,475 0 Unemployment Insurance 68,420 20,030 19,782 19,782 0 Workers Comp Insurance 816,130 1,097,839 644,642 644,642 0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 297 Description: To promote, improve and protect the health of the residents of Contra Costa County with special attention to those who are most vulnerable to health problems and their consequences. Workload Indicator: The recommended budget for the upcoming fiscal year is based on: reducing the rate of illegal tobacco sales to minors; over 27,000 clinic visits; 22,000 in- person visits by case managers for high-risk Medi-Cal patients; approximately 18,600 public health nursing visits to newborn babies and mothers, children and adults; outreach and education to over 13,000 residents and 600 community groups and businesses; over 582,000 meals served or delivered to seniors; approximately 7,600 childhood and adult immunizations and 800 flu vaccines to the community; 6,500 oral health assessments, and 1,200 sealants and fluoride varnish applications for children; 15,000 food vouchers monthly to low-income women and children; management and control of 60 newly diagnosed active cases of tuberculosis in the community and 316 contacts in the community; more than 5,400 reports of communicable disease received from health care providers and labs, including 53 outbreaks; 234 rabies tests; receiving 200 animal bite reports; over 170,000 environmental and clinical tests performed; 1,536 case management appointments and home visits with high-risk pregnant women and babies, and 910 referrals and resources were provided to high- risk pregnant women and babies; support services for over 750 low-income HIV positive individuals; the provision of health screenings and follow-up care for over 200 refugees, asylees or victims of trafficking; and translation and interpreting services to all of CCHS, including over 108,000 medical interpretation encounters per year. Impact: The recommended budget maintains the current level of services. 1. Public Health Support Services Description: The Public Health Administration unit includes the Director of Administrative and Support Services, the Budget Manager, and several support staff. Specific functions are divided into budgeting, billing, accounting, purchasing, and contract management as well as support for personnel and facilities issues. In addition, the Division administers several other important support functions including: a. Developmental Disabilities Council of Contra Costa County: The official planning, coordinating and advisory body to the Contra Costa County Board of Supervisors for individuals with developmental disabilities and their families. The 21-member Council works to develop and improve needed community services, while providing information about resources and taking a leadership role in planning, training and advocacy. In addition, the Council has been very active in responding to the increasing prevalence of autism and the importance of early detection/intervention, and developing strategies to increase access to health care for individuals with development disabilities. There are over 500 individuals, agencies, and organizations that make up the organizational membership of the Council. Represents a population of over 5,000 disabled individuals and their families from different economic, ethnic, cultural and linguistic backgrounds in Contra Costa County. The Council has served the citizens of the County for over 40 years and is staffed part-time. b. Vital Registrations: The Office of the Local Registrar (OLR) of Vital Registrations is a state-mandated function of local health departments. In 2018 the OLR was responsible for certifying and registering approximately 10,077 births, including 73 out of hospital births, 6,904 deaths and 39 fetal deaths occurring in the County; issuing 8,476 permits for the disposition of human remains; and providing 50,508 certified copies of birth and death certificates. The OLR also manages an automated electronic birth registration network system with Health Services Health and Human Services 298 County of Contra Costa FY 2019-2020 Recommended Budget terminals located in every birthing hospital in the County. Data obtained and compiled electronically from recent birth and death registrations is provided to department biostatisticians for epidemiological research, which is used by various County and community agencies for service planning. In addition, the office assisted with 30 Declaration of Paternity forms, and issued 265 Medical Marijuana ID cards. (Note the statistics for birth, death and fetal are for those records registered as of December 2018, which is not the grand total for 2018 as some events have not occurred yet.). c. Epidemiology, Planning and Evaluation (EPE): Provides health assessment, data analysis and evaluation support to Public Health, the Contra Costa Health Plan, the Office of the Director, and other projects of Contra Costa Health Services to guide and improve services throughout the system. The EPE Unit:  Identifies and statistically analyzes useable versions of standardized databases, including birth, death, hospitalizations, and demographic data;  Summarizes this data in presentations, reports, tables, graphs and maps;  Provides guidance on the accurate interpretation of data and how findings can be used to improve services;  Designs and implements evaluation activities for individual programs and initiatives to meet grant requirements, monitor success and suggest areas of improvement;  Works with the managers to collect and analyze information for their use in the development of federal, state, and foundation grant applications,  Guides the public health accreditation process and develops community health assessments and other plans to support continuous quality improvement; and  Responds to multiple data and mapping requests each year from the community and from colleagues throughout the County. For the Communicable Diseases, STD, and HIV Programs, the EPE Unit:  Supports surveillance activities, including: active surveillance for HIV programs, partner notification for HIV, data entry, and TB surveillance.  Conducts regular and special analysis to calculate prevalence, rates, and demographic and geographic factors associated with disease.  Identifies at-risk populations to guide preventative interventions.  Supports clinical services including TB patient monitoring, HIV testing and linkage to care.  Supports emergency preparedness by producing maps of County services and resources and by participating in drills and trainings. For the Family, Maternal & Child Health Programs, the EPE Unit provides:  Regular analysis of birth and death data, including: teen birth rates, reasons for infant mortality, prenatal care, demographic and geographic factors.  Data analysis and support for 5-year planning and health assessments.  Data identification and analysis of the Children’s Oral Health Project strategic planning.  General program planning and evaluation support, such as designing and developing databases for data storage and analysis. For the Community Wellness & Prevention Programs, specifically the Tobacco Prevention programs, the EPE Unit:  Creates evaluation plans, tools and trains staff on evaluation activities.  Designs and implements qualitative evaluation tools such as focus groups and interviews.  Develops surveys and other tools to assess awareness and attitudes and document policy change.  Presents findings to partners and community members and makes suggestions for program improvement. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 299 In support of achieving greater health equity in Contra Costa County and addressing emerging health issues, the EPE Unit:  Analyzes death data, including: leading causes of death, life expectancy, mortality rates, and demographic and geographic factors;  Analyzes demographic factors in the County at sub geographies and trend analysis (primarily from American Community Survey, US Census, and ESR modeled data);  Develops maps to illustrate the distribution of resources and burden of health conditions throughout the County;  Works with Contra Costa Health Services partners to create an Opioid Prevention Blueprint, evaluate existing programs aimed at opioid use reduction, and develop a better understanding of individuals at risk for opioid overdose;  Identifies vulnerable populations in the County using local demographic and environmental data;  Analyzes diverse data sets including Census, California Department of Education, Uniformed Crime Statistics, the Statewide Integrated Traffic Records System (SWITRS), and OSHPD data to identify needs and support health programs; and  Supports Quality Improvement work in clinical settings for Public Health Clinic Services, Contra Costa EMS, Contra Costa Health Plan and the Contra Costa Regional Medical Center. To reach the goal of National Public Health Accreditation, the EPE Unit:  Leads the planning effort including developing a project plan, timeliness, and steps;  Develops foundational documents, such as Continuous Quality Improvement Plan, a Workforce Development Plan, a Community Health Assessment, a Community Health Improvement Plan, and a Strategic Plan;  Works collaboratively with Contra Costa Health Services to support comparable efforts and ensure compatibility with quality improvement efforts underway throughout the department; and  Ensures a local collaborative process with regular involvement of and input from the community and community partners. d. The Reducing Health Disparities Unit: Works in partnership with internal and external stakeholders to eliminate health disparities and build health equity for populations which have traditionally faced systemic barriers to achieving optimal health. Our programs include:  The African American Health Conductor and Promotoras Navigation Program: In fiscal year 2017-18 staff assisted over 1,032 households with Medi-Cal enrollment and assisted over 2,409 households with linkage to community resources and hands on application assistance to other health and social benefit programs.  The Reentry Health Program: Provides assistance to the formerly incarcerated through three main program components which include: medical treatment through the Transition Medical Clinic (based at both the West County and Pittsburg Health Centers), the Re-Entry Making Every Day Yours (REMEDY) support groups (at the West County Detention Facility, Behavioral Health Court, the Reentry Success Center in West County, and both the West County and Pittsburg Health Centers), and health navigation, resource linkage and health and social benefit application assistance. In FY 2017-18, 1,062 West and East County formerly incarcerated persons were provided health navigation support. The Transition Medical Clinics (West County and Pittsburg) provided 283 persons with medical treatment. Two hundred eighty five (285) persons attended the West County REMEDY, and 171 persons attended the East County REMEDY; 122 persons attended Behavioral Health Court REMEDY; and Health Services Health and Human Services 300 County of Contra Costa FY 2019-2020 Recommended Budget 112 persons attended West County Detention REMEDY support group sessions.  The Oncology Navigation Program: Provides health navigation, resource linkage, health and social benefit application assistance, emotional and medical visit support to cancer patients. In FY 2017-18, 376 persons benefitted from these services.  The Ambulatory Care Group Medical Visit Program: Provides culturally relevant and appropriate diabetes, prenatal and pediatric obesity medical group visits. In 2017-18, the African American Health Conductors, Promotoras and Navigators co- facilitated medical group visit series serving approximately 516 CCRMC health center patients. On average, the Diabetes Management patients who attended three or more sessions were successful in lowering their HBA1c levels by 0.6 A1C point. Of the We Can patients who attended three or more sessions, 56% either lowered or maintained their BMI percentile numbers.  Program Enhancement: In 2017-18 the Navigation program was expanded by training all East County Promotoras, African American Conductors and Reentry Staff on the Health Leads REACH social need resource linkage software tool. In addition, the Oncology Health Navigators were trained on Health Leads REACH. The tool enables the user to screen clients for social needs, to track all actions taken on behalf of the patient, to utilize the tool resource database to link patients to appropriate resources and to track linkage success. A total of 1,421 patients were assisted with the Health Leads REACH tool with a 90% linkage success rate. e. Violence Prevention Re-entry Efforts Program: Staff work with CCHS divisions to monitor and respond to community violence and create a seamless pathway for individuals released from prison to a medical home. CCHS Reducing Health Disparities staff and Behavioral Health staff continue to work with the City of Richmond, County Emergency Medical Services, John Muir Hospital, Supervisors Gioia and Glover’s Offices, and several key Community Based Organization (CBO) initiatives to make CCHS resources and expertise available to support these community-led efforts. In addition, the Public Health Division has partnered with the Employment and Human Services Department and numerous other partners to create a Blueprint to End Interpersonal Violence. The Blueprint embraces a systems approach to violence prevention. f. Linguistic Access Services Program: Provides medical interpretation and translation services to patients and clients of Contra Costa Health Services. The program includes the Refugee Health program and the Medical Interpreters who staff the Health Care Interpreter Network (HCIN). Both state and federal law mandate these language services. The program currently has 24 qualified medical interpreters who speak more than 13 different languages and assist with interpretation for the more than 18,000 encounters that are initiated at CCRMC and Health Centers every month. This program also assists with interpretation for the CCHP’s Advice Nurse Program, network providers and the nation-wide Health Care Interpreter Network as well. g. Refugee Health Program: Serves people coming into the County from other countries who are refugees, asylees, and victims of trafficking. Refugee Health Program staff members are specifically trained to provide assistance to refugees and asylees in obtaining the required health care screening and follow up care at our hospital and health centers. The program works closely with Jewish Family and Children Services, the International Rescue Committee, and Catholic Charities in coordinating health, housing and social services for newly arriving residents. More than 300 refugees Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 301 who settle in Contra Costa each year qualify for this program. h. Health Care Interpreter Network (HCIN): Provides language assistance throughout Health Services for patients who prefer a language other than English or who are deaf or hearing impaired. This service incorporates network partners from throughout the state and nationally to ensure that meaningful communication between the patient and the health care provider is available at all times. Qualified medical interpreters provide interpretation through a telephone and video network directly into the provider examination room or wherever patients access our health system. Public Health Support Services Service: Discretionary Level of Service: Discretionary Expenditures: $8,682,366 Financing: 1,652,105 Net County Cost: 7,030,261 Funding Sources: Local 8.9% $769,000 State 5.7% 497,000 Transfer 4.4% 386,105 General Fund 81.0% 7,030,261 FTE: 40.4 2. Senior Nutrition Program Description: Provides hot nutritious daily meals to the elderly population in the County. Meals are provided in both the congregate (Senior Center) and home delivery (Meals on Wheels) models utilizing over 1,000 volunteers annually to deliver services. The program currently serves approximately 150,000 meals in a congregate setting and over 420,000 meals delivered to homebound elders annually. The primary funding source for the program comes from Federal Title IIIC-1 and Title IIIC-2 of the Older Americans Act. Private sector fundraising is a significant funding source for the Title IIIC-2 Home Delivered (Meals on Wheels) Program and participant contributions are the third largest funding source. In addition to elderly participants, approximately 2,500 meals are delivered to homebound AIDS/HIV clients annually through separate funding. The program also supplies over 15,000 meals annually to one adult day care provider. Senior Nutrition Program Service: Discretionary Level of Service: Discretionary Expenditures: $4,922,205 Financing: 4,570,739 Net County Cost: 351,466 Funding Sources: Transfer 56.8% $2,795,335 Local 36.1% 1,775,404 General Fund 7.1% 351,466 FTE: 5.3 3. Communicable Disease Prevention and Control/Health Emergency Response Unit Description: Works to prevent and control the spread of communicable diseases through health education, vaccination, epidemiological surveillance and investigation, case management and laboratory testing. These programs also respond to media inquiries around communicable disease issues. Isolation and quarantine of persons with communicable disease, when necessary to protect the public, and assurance that persons in contact with a communicable disease receive prophylactic treatment are integral components of these programs. This unit responds to the public on issues of rabies control, working closely with the County Animal Services Department, and also investigates food-borne illnesses, collaborating with the Environmental Health Division. Consultation is provided to physicians, hospital infection control practitioners, residential facilities, workplaces, schools, childcare centers, shelters and other community partners on the Health Services Health and Human Services 302 County of Contra Costa FY 2019-2020 Recommended Budget prevention and control of communicable diseases. Emphasis is placed on early identification and investigation of a communicable disease outbreak or trend, the prevention of transmission, identification of the source, and elimination of that source of disease to reduce the incidence of all communicable disease. a. Disease Investigation and Control Unit: Responds to lab and provider reports of 84 reportable diseases by investigating the reports, confirming the information, educating the person, providing prophylactic treatment so that the disease does not spread, and providing consultation to medical facilities and providers. As of December 1, 2018, the Disease Investigation and Control Unit received over 5,000 reports of communicable diseases. Staff also investigated 53 outbreaks, which occurred in a variety of settings including health care facilities, adult residential communities, public pools, restaurants, and schools. A total of 5 contact investigations for airline exposures to communicable disease (measles, meningococcal disease, and pertussis) were conducted. Local contact investigations included an extensive investigation of measles involving a local hospital. Staff also handled 286 reports of animal bites, some of which needed investigation to ascertain rabies risk. Fifty- four rabies vaccination exemption requests were reviewed and replied to. Finally, staff responded to 33 reports of first responder occupational exposure to communicable diseases, providing consultation, and recommendations for appropriate post- exposure prophylaxis. b. Health Emergency Response Unit: Develops plans and procedures to respond to the health impacts of naturally occurring disasters such as earthquakes, communicable disease outbreaks such as Pandemic Flu, and bioterrorism caused by human action. Public information, risk communication, and internal and external communication with employees, the community, and the media are integrated into all aspects of response. This unit works closely with all areas of the Communicable Disease Control Program, the Public Health Lab, Environmental Health, Emergency Medical Services, the Office of Emergency Services, and the Hazardous Materials Program, as well as many other County departments and community partners. In addition, this unit provides staff support to the Department’s Emergency Management Team, coordinates the annual revision of the Department’s Emergency Operations Plan, and represents CCHS in regional health emergency response planning activities. c. Immunization Program: Provides immunization clinics for children and adults, consultation to health care providers, and technical assistance to schools, day care centers, and preschool programs to ensure compliance with California immunization laws. For example, recent legislation removed the personal belief exemption for students entering childcare, kindergarten, and seventh grade in public and private schools. Only medical exemptions from a physician are permitted. Additionally, the Immunization Program provides ongoing education and training for parents, providers, and the community about new vaccines and the importance of immunizations. Staff also encourages providers to participate in the California Immunization Registry (CAIR), a community- wide database of immunization records, and provides training and technical support to users of the registry. This program also conducts disease investigation into the occurrence of vaccine-preventable diseases (VPD), and conducts the perinatal hepatitis B program to prevent the development of chronic hepatitis B in infants. In 2018 (as of December 6, 2018), a total of 7,627 immunizations were given at Public Health clinics, including 859 flu vaccines and 1,084 Tdap (whooping cough booster) vaccines. d. Tuberculosis (TB) Control Program: Provides Public Health Nurse (PHN) case management for people with active TB, their contacts, and others with TB infection but at high-risk for progression to TB disease. As of December 5, 2018, Contra Costa identified 60 newly diagnosed TB cases, and Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 303 provided case management services to 94 people with active TB over the year. The PHNs provide home visits to monitor the health status of the patient and to assure proper and complete compliance with the medical regimen. Disease investigators work in concert with PHNs to assure compliance and deliver the TB medication to the patient on a daily or twice weekly basis, and made approximately 1,893 home medication visits. Public Health Nurse Case Managers made approximately 771 home visits to address both clinical and psychosocial client needs. In addition, contacts of an active case are interviewed, examined and placed on preventive therapy as necessary. Sometimes this is at large worksites, necessitating large clinics. As of December 5, 2018, 316 contacts were identified and investigated. Contra Costa continues to have TB cases, which requires careful monitoring and response to reported cases and prevention of further disease through contact investigation and treatment. TB patients frequently have chronic conditions such as diabetes, HIV, kidney failure requiring dialysis, or organ transplantation which complicates TB care. e. Public Health Laboratory: Provides testing in the areas of bacteriology, parasitology, mycobacteriology, mycology, immunology and virology throughout the hospital, clinics and public health to support the health care system. Microbiological examinations of food and water are also provided in support of the Environmental Health and Communicable Disease programs. The lab also tests potential agents of bioterrorism such as white powders in coordination with the Hazardous Materials Program. The lab is both state and federally certified and is required to do certain testing as a reference laboratory in support of public health, such as testing for salmonella, TB, botulism, and is heavily involved in communicable disease outbreaks including the Norovirus. The lab takes part in the State’s Respiratory Lab Network, and partners with the state’s California Emerging Infection Program (CEIP) program for surveillance of the influenza virus by testing samples from clinics and hospitals in Contra Costa County. The Public Health Lab is one of the national labs participating in the FoodNet Retail Meats study. As of December 10, 2018, the Public Health Lab performed 171,609 clinical and environmental tests. Of those, 234 were rabies tests associated with bats or animal bites. Communicable Disease Control Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $9,542,312 Financing: 5,621,008 Net County Cost: 3,921,304 Funding Sources: Local 31.2% $2,976,000 State 23.0% 2,198,417 Federal 4.0% 381,091 Transfer 0.7% 65,500 General Fund 41.1% 3,921,304 FTE: 47.7 4. HIV/AIDS and STD Program Description: The HIV/AIDS and Sexually Transmitted Disease (STD) Programs work to reduce the transmission of HIV and STDs by identifying cases and their sexual contacts, providing access to care, conducting monitoring and surveillance activities, and ensuring treatment of reported cases. Mobile HIV rapid testing is offered at fixed sites throughout the community, and technical assistance is provided to clinicians on methods to increase opt-out testing, a process to improve the number of individuals aware of their HIV status. The HIV Program also improves health outcomes for HIV positive individuals in Contra Costa through the provision of individual and community education and prevention services, home and clinic-based case management, clinic navigation support, and agency capacity building. Medical social workers assigned to the Positive Health Clinics provide medication Health Services Health and Human Services 304 County of Contra Costa FY 2019-2020 Recommended Budget adherence support, assist with appointments and financial coverage issues, offer referrals to community services, and certify eligibility for enrollment in the State AIDS Drug Assistance Program. Community planning services open to all interested parties provide an opportunity for consumers, providers, and others to offer recommendations for service delivery system improvements. A quality management program reviews clinical records for consistency with national guidelines, and a continuous quality improvement program conducts regular analysis of key clinical and service indicators to discuss on monthly calls with County HIV clinicians. a. Sexually Transmitted Disease Program works to reduce Sexually Transmitted Diseases (STDs) by identifying new cases of STDs and their sexual contacts and ensuring appropriate treatment of reported cases. In addition to supporting bi-weekly STD clinic operations, this program provides health education and risk reduction services as well as STD testing services in various venues throughout the County. The rate of chlamydia increased from 422.2/100,000 residents in 2015 to 462.5/100,000 in 2016 and 503.9 in 2017. The rate of gonorrhea increased from 118.0/100,000 in 2015 to 139.8/100,000 in 2016 and 155.1 in 2017. These diseases can cause serious health problems in young men and women, as well as in the newborn of an infected and untreated mother. In addition to chlamydia and gonorrhea, the STD program also conducts case investigations and follows people with syphilis to ensure timely and appropriate treatment and partner services. The rate of early syphilis increased from 13.2/100,000 in 2016 to 17 in 2017. This represents a near doubling in early syphilis case rates since 2013. The rate of congenital syphilis cases increased from 8.1 in 2016 to 15.5 in 2017. As a point of reference, Contra Costa had zero cases in 2013-2015. Although Contra Costa has lower than the statewide female and congenital syphilis rates, female cases remain a priority for follow-up and investigation since syphilis during pregnancy can lead to congenital syphilis among newborns if not properly treated. In addition to providing partner notification and follow- up, the STD team works closely with the HIV surveillance and prevention team to conduct targeted education and risk reduction calls to individuals at high-risk for HIV, including linking them to PrEP, a daily pill that helps HIV negative people remain negative. b. HIV/AIDS Program reduces the transmission of HIV and improves health outcomes for HIV positive individuals in Contra Costa through the provision of individual and community education and prevention services, home and clinic-based case management, clinic navigation services, and clinical quality assurance activities and agency capacity building. Targeted rapid HIV test services support healthier behaviors by encouraging people of all ages and orientations to know their HIV status. HIV and Hepatitis C testing services are confidential and quick (results in about 20 minutes). Anonymous HIV testing is also offered every first Tuesday of the month at Todos Santos Park in Concord. The program also provides confidential and quick HIV and Hepatitis C testing in non- traditional sites such as soup kitchens, shelters, substance abuse agencies and parks, and reaches over 1,000 people per year who are not routinely seen in traditional medical venues. Partner services are available to assist with anonymous notification of partners of individuals who have tested positive for HIV or other STDs and to encourage follow-up testing and linkage to care and treatment. The program also offers help with Pre-Exposure Prophylaxis navigation services and will be rolling out a PrEP assistance program in 2019. In calendar year 2018, the HIV/AIDS and STD program served nearly 700 people with HIV or AIDS. Approximately 89 percent of those served were at or below 300% of the federal poverty level. Eighty-three individuals were newly enrolled in the program during the year, twenty-eight of whom were newly diagnosed with HIV. Services are provided throughout the County and reach over 170 women each year. Services include nurse and Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 305 community-based case management and clinic-based social work, benefits counseling and support for accessing health care coverage, outreach to individuals newly infected with HIV and those lost to care, medication adherence counseling and education, and enrollment in the AIDS Drug Assistance Program. Referrals are provided for food, medical nutrition therapy, transportation assistance, substance use and mental health counseling, home care services, oral healthcare, housing assistance and other emergency assistance. These services allow people to remain in their homes longer, reduce the utilization of emergency medical care, and decrease hospitalizations, thereby reducing health care costs by improving health status. The clinical quality management program monitors approximately 250 individuals at risk for poor health outcomes and provides support to clinicians and patients through case conferencing and outreach support services. Local planning efforts through the HIV/AIDS Consortium and other venues help identify highest risk populations for prevention and resources for services for people with HIV and AIDS. These efforts have expanded the community’s ability and competency to serve people with HIV or at-risk for HIV. In 2017, the program assisted in the formation of a robust client support group in West County, and is in the process of forming a peer support and mentorship program. Community and provider trainings include: an annual HIV and AIDS update for clinicians, cultural competency skills training, Partner Counseling and Referral Services, initiation of Rapid Anti-retroviral Therapy as a means to reduce community viral load, Hepatitis C among people with HIV, and other risk reduction seminars. The program collaborates with the Homeless System of Care, Community Connect, Alcohol and Other Drugs Services, and Public Health Clinic Services, as well as provides support to various Health Department programs to strengthen divisions serving similar populations. HIV/AIDS and STD Program Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $4,652,850 Financing: 3,775,461 Net County Cost: 877,389 Funding Sources: Federal 56.4% $2,624,961 State 20.4% 950,500 Transfer 3.2% 150,000 Local 1.1% 50,000 General Fund 18.9% 877,389 FTE: 31.2 5. Family, Maternal and Child Health Programs Description: The Family, Maternal and Child Health (FMCH) Programs work in partnership and collaboratively with community members, County programs, and community organizations to provide support, resources, and services to eliminate health inequities and improve the quality of life for all children, youth, and families in Contra Costa County. Program staff focus their efforts on home visiting and case management with low-income, at-risk pregnant and parenting women, outreach and education for a range of County services; implementing community-based and community-driven projects; providing training and technical assistance to individuals, health care providers, and community groups on maternal and child health data, practice and policy issues; interfacing with other counties, local and national Maternal and Child Health programs, and policy makers; and data collection and analysis. The following programs are part of the extensive network of safety-net services offered by the FMCH programs: a. Black Infant Health Program (BIH): Aims to improve African American infant and maternal health and decrease Black-White health disparities in perinatal outcomes. BIH Health Services Health and Human Services 306 County of Contra Costa FY 2019-2020 Recommended Budget provides group-based interventions designed to encourage empowerment and social support in the context of a life course perspective. Social service case management links clients with needed community and health-related services. BIH recognizes that women’s health and health- related behaviors are shaped by medical and non-medical factors. The goal of the program is to address social determinants of health by providing services and information in a culturally relevant manner that respects client’s beliefs and cultural values; while promoting overall health and wellness. Services are provided in West and East County and reach 96 women each year. b. Community Oral Health Program: Funded by State Proposition 56 in 2017, the Local Health Jurisdiction was awarded five years of funding to conduct needs assessments and to develop a strategic plan to improve oral health in the communities of Contra Costa. The first three years will focus on pregnant women, children, and youth. In future years, we will expand to address the needs of seniors and other vulnerable adults. This year’s efforts included the convening of advisory committees comprised of internal health system partners and community partners who work with children and/or adolescents and represent various disciplines, including community oral health care providers, and schools. The Children’s Oral Health Program (COHP), which has been in Contra Costa County for more than 30 years, is now a key component of the Community Oral Health Program. The Children’s Oral Health Program will continue to offer an array of oral health services including assessments, oral health education, fluoride varnish and dental sealants to over 12,000 children (ages 3-19 years) each year throughout the County. Services are provided at elementary schools, community centers, and homeless shelters. The program aims to educate pregnant and parenting women on oral health by collaborating with perinatal providers and home visitors. c. Comprehensive Perinatal Services Program (CPSP): Recruits and approves medical providers to participate in this prenatal care services program. CPSP performs quality assurance reviews, offers technical assistance, and provides education to providers to assist them in providing quality prenatal care services to low-income, at-risk pregnant women in the County. CPSP works closely with the managed care plans to assure a consistent standard of care among services delivered to low-income women. d. Fetal Infant Mortality Review (FIMR) Program: Links women and their families to bereavement support and inter-conception care services, including linkages to other social and health services. An interdisciplinary Case Review Team reviews fetal and infant deaths to identify contributing factors and make recommendations to address these factors. e. Nurse-Family Partnership (NFP) Program: Evidence-based home visiting program in which ongoing services are provided by a team of Public Health Nurses to low-income first time mothers during pregnancy through two years post-partum. Contra Costa is one of 17 counties receiving federal funding from the Maternal, Infant, and Early Childhood Home Visiting (MIECHV) Program, and is part of the California Home Visiting Program. The NFP Program has several goals, including achieving better pregnancy outcomes, improving the child’s health and development, and helping the families become economically self-sufficient by working with parents to develop a vision for their future, plan subsequent pregnancies, continue their education, and find employment. Federal funding is expected through June 2019. f. Guiding Healthy Families incorporates the practice-based evidence of more than 25 years of work of the Prenatal Care Guidance Program and the Lift Every Voice Program with that of the evidence-based model of Healthy Families America into one program. Guiding Healthy Families offers voluntary Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 307 short-term and long-term case management services for pregnant women and their families who reside in Contra Costa, who are low-income, Medi-Cal eligible and who are or have been incarcerated at the West County Detention Facility. Services are provided by Community Health Worker Specialists and Medical Social Workers. g. Sudden Infant Death Syndrome (SIDS) Program: State-mandated program that provides grief support services to families and caregivers who have had an infant die of SIDS. Services include crisis intervention, bereavement support, and education aimed toward alleviating the tragedy caused by SIDS. The SIDS program also conducts outreach and education to expand awareness about SIDS and promote risk reduction measures. h. Women, Infants, and Children (WIC) Special Supplemental Food Program: Federally funded health and nutrition program for women who are pregnant, breastfeeding, or just had a baby, and children under 5 years old (including foster children) and infants in families with low to medium income (working families may qualify). The County’s WIC Program currently serves more than 15,000 participants every month providing special checks to buy healthy foods from WIC- authorized vendors. WIC provides nutrition education and health information, breastfeeding support, and referrals to other community services to help families eat well and be healthy. The specific foods and nutrition provided to enrolled women and children result in longer pregnancies, fewer low birth weight babies, fewer fetal and infant deaths, and improved nutrition. This translates into enormous savings in healthcare dollars. The WIC Program has earned the reputation of being one of the most successful federally funded nutrition programs in the United States. i. Newly Funded Maternal, Child and Adolescent Health Programs Two programs are being established in 2019 with new state funding: 1) CalWORKs Home Visiting Initiative is a collaborative agreement between EHSD Workforce Services, Community Services Bureau, First 5 Contra Costa, and CCHS FMCH, which will allow expansion of the Nurse-Family Partnership program for an additional 50 women who are eligible for CalWORKs. Funding is for 18 months – January 2019 through June 2020. 2) The Perinatal Health Equity Initiative, which aims to improve birth outcomes in African American communities, was established with the passage of California State Legislature’s AB 1810, Contra Costa FMCH has been funded to accomplish a scope of work which includes conducting an environmental scan, engaging community partners in a planning process to determine needs and gain a deeper understanding of the African American 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. Funding is for December 2018 – September 2019. Family, Maternal & Child Health Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $11,025,272 Financing: 9,206,119 Net County Cost: 1,819,153 Funding Sources: Federal 72.4% $7,979,895 State 7.3% 805,000 Transfer 3.8% 421,224 General Fund 16.5% 1,819,153 FTE: 85.3 Health Services Health and Human Services 308 County of Contra Costa FY 2019-2020 Recommended Budget 6. Public Health Clinic Services (PHCS) Description: Provides staffing, administration and management for all services provided under the Public Health Division. Programs include Public Health Clinics, Public Health Nursing - Home Visiting, Whole Person Care (Community Connect), and Child Health and Disability Prevention (CHDP) Program. a. Public Health Clinics: Provides clinical and non-clinical support services to vulnerable and low-income populations in the County. Some clinical services are provided in licensed CCHS Health Centers and are jointly operated with the Ambulatory Care Division; some services are provided on 10 licensed mobile medical units; and some services are provided in the field or in homeless shelters. Services include medical, dental, behavioral health and other enabling and supporting services. Below is a list of clinics:  Women’s Health clinics – over 9,500 appointments available/year  Pediatrics clinics – over 14,000 appointments available/year  Immunizations and TB clinics – over 5,200 appointments available/year  School-based clinics at 43 schools – over 16,300 medical appointments and 2,150 dental appointments available/year  Employee Occupational Health Program – approximately 4,100 appointments available/year  Sexually Transmitted Diseases Clinics – approximated 800 appointments available/year  Health Care for the Homeless/Respite Clinic – over 10,000 appointments annually  Choosing Change Clinics – over 5,000 appointments annually  Total clinic visits approximately 67,050. b. Public Health Nursing Program: Provides services to populations of all ages in all areas of Contra Costa County. Public Health nurses visit clients in their homes and in their community. They provide direct nursing care, health education, comprehensive case management and supportive services to pregnant women, new moms and babies, children, and adults. Working with all entities in Contra Costa Health Services and with partners in the community, Public Health Nurses address the changing needs of the client on an ongoing basis, referring and linking individuals to the widest array of options for meeting the needs of the client to promote health, prevent disease disability and premature death, and to assure clients gain access to needed medical, social, educational and other services. Over 19,000 home visits are made to clients annually. c. Child Health and Disability Prevention (CHDP) Program: Provides the oversight and coordination of services for Medi-Cal eligible children 0-21 years of age, including foster children, to receive complete health assessments for the early detection and prevention of disease and disabilities. CHDP conducts provider recruitment, development, and quality assurance; outreach and education on how to acquire health coverage and how to access needed health services; and health education to schools, community residents, foster care facilities, other County programs serving children, and community-based organizations. d. Whole Person Care Pilot Program: Community Connect targets Medi-Cal patients who are high-risk, high-utilizers of medical services and/or services across multiple delivery systems. The program delivers comprehensive case management, resource linkage and navigation, education and transportation vouchers to address the social determinants of health that are leading to poor health outcomes. Services provided cannot be duplicative of services currently provided by the Medi-Cal program. The program will provide around 50,000 telephone encounters and 18,000 in-person visits to almost 20,000 unique patients in FY 2019-20. e. Active & Healthy Families Active & Healthy Families (AHF) is a group medical appointment program for overweight and obese youth and their parents. Five to Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 309 seven series of the program are offered year-round in the school-based clinics. The AHF program consists of eight 2-hour appointments offered every other week followed by six individual monthly appointments with the AHF team. The program is delivered by a Provider Triad (Physician/Nurse Practitioner, Registered Dietitian/Nutritionist, and Community Health Worker). Public Health Clinic Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $39,329,074 Financing: 32,384,377 Net County Cost: 6,944,697 Funding Sources: State 80.6% $31,735,005 Local 0.9% 349,143 Transfer 0.8% 300,229 General Fund 17.7% 6,944,697 FTE: 242.0 7. The Community Wellness and Prevention Program Description: The primary goals of the Community Wellness and Prevention Program (CWPP) are to examine and address the social determinants of health through policy, systems and environmental changes, to support factors that promote community health, and to reduce risk factors that contribute to chronic diseases and injuries, the leading causes of death and disability in the United States. CWPP works in collaboration with cities, other County agencies and a diverse array of community and health system partners and stakeholders. CWPP uses a spectrum of prevention strategies from education to organizational policy and system change to accomplish its goals. a. Tobacco Prevention Program (TPP): Works with community partners to reduce health disparities and increase health equity through tobacco prevention policy adoption and implementation. Specific issues of focus include reducing youth access to tobacco, tobacco influences in the community, and exposure to secondhand smoke among residents, workers and visitors. TPP provides technical assistance to Contra Costa cities and increases the capacity of community organizations, with particular emphasis on youth-serving agencies, to adopt and implement tobacco prevention policies. The model policies aim to transform community norms and facilitate behavior change to reduce tobacco use and exposure to tobacco influences. This work has led to the adoption of laws that protect residents from tobacco influences in the retail environment and secondhand smoke exposure outside and within multi-unit housing. Policy efforts have led to a decrease in the County smoking rate by more than 31% since 1990. b. Nutrition & Physical Activity Promotion Program: Partners with federal, state, and community partners to promote healthy eating, physical activity, and food security, with an emphasis and focus on communities with the greatest health disparities. The prevention portfolios (Live, Learn, Shop, Eat, Work) enables the program to partner and subcontract with local community based organizations to promote synergistic interventions through a variety of settings such as schools, youth-serving organizations, seniors, retailers, and food distribution pantry outlets. The program also collaborates with community organizations to provide nutrition education in a variety of settings such as schools, faith-based organizations, community events, farm stand/farmers markets, and other food retail outlets. Program subcontractors and staff provide nutrition education to approximately 15,000 adults and children every year. Health Services Health and Human Services 310 County of Contra Costa FY 2019-2020 Recommended Budget The program supports policy systems and environmental (PSE) changes that reduces the overconsumption of unhealthy foods and beverages; increases access to and/or the appeal of healthy dietary choices where the SNAP-Ed eligible population and their families live, learn, eat, work, play or shop; increases opportunities for physical activity and enhances the built environment. Examples of PSEs include improving school lunchroom environments through the placement of healthy foods at the point of sale, the implementation of hydration stations in schools, and increasing opportunities for active play at early childhood development centers by providing playground stencils for partner sites. The program provides approximately $290,000 in subcontracts to local school districts and community organizations to provide nutrition and physical activity education; assess opportunities for and implement organizational changes to improve the nutrition and physical activity environment and to develop leadership skills among youth to promote community conditions that support access to healthy food and physical activity. The program chairs and staffs the Families Coalition for Activity and Nutrition (Families CAN), provides leadership to the Healthy and Active Before 5 Initiative, Afterschool 4 All Collaborative, Food is Medicine, African American Health Conductors, College Pantry Collaborative, UCSF Championship Provider Fellowship, and serves on the Leadership Council of the Bay Area Nutrition and Physical Activity Coalition. c. Lead Poisoning Prevention Program (LPPP): Provides tiered intervention services to children with elevated blood lead levels and their families, as well as outreach and education to County residents, community-based organizations, agencies, and health care providers. Through its services, the number of children with elevated blood lead levels in the County has been steadily decreasing. The LPPP serves hundreds of children yearly, with approximately 200 children on its service list at any one time. LPPP services include: providing culturally and linguistically appropriate education to parents/caretakers about household and occupational sources of lead and making the home lead-safe; making referrals to connect the child and family to needed health services; providing public health nurse case management and home environmental investigation services, as indicated; educating and collaborating with health care providers; and providing lead education to County residents, individually and through collaboration with agencies and organizations. d. Injury Prevention and Physical Activity Promotional Projects (IPPP): Works with other County departments, cities, community groups and schools to reduce injuries and promote opportunities for everyday physical activity. The project focuses on educating children and adults about traffic, pedestrian and bicycle safety, and promoting best practices to create communities that are safer for walking and bicycling. Annual educational activities include: providing traffic and neighborhood safety presentations to over 2,000 youth and their parents, distributing bicycle helmets that are available to low-income children annually, and conducting over 100 elementary walking school buses and bike rodeos in neighborhoods. IPPP is currently implementing a Safe Routes to School program in collaboration with school districts and the Public Works Department in communities throughout Contra Costa. e. The Healthy Communities Program: Works with a variety of partners including elected officials, County staff, city staff, community organizations, schools and residents. The program collaborates with these partners to improve health and quality of life for residents by reducing traffic injuries, improving access to nutritious foods, and improving park conditions. In the last five years, the program has helped cities bring in over $1 million in transportation planning grants and over $30 million in infrastructure grants to build bicycle lanes, fill sidewalk gaps, and improve pedestrian crossings. The program has also worked with cities and community groups to fund Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 311 over $1 million in park improvements. The program also provides assistance in promoting physical activity and access to healthy food. Program staff participates in the Planning and Integration Team for Community Health (PITCH), an interdepartmental collaboration between the Public Works Department, the Department of Conservation and Development, and the Health Services Department. Program staff also provides support to the Healthy and Livable Pittsburg Collaborative. f. Public Health Solutions Project: Offers training and experiential learning opportunities to introduce the concept of health equity and the field of public health to students at high schools in West Contra Costa, with a special emphasis on underrepresented minority students. The program also provides youth with internships in public health and community health settings. Annual project activities include: facilitating the Public Health Solutions curriculum, with at least 200 West Contra Costa Unified School District high school juniors across four high school health academies, to increase their knowledge of public health concepts and non-traditional health careers; and coordinating summer internships for a minimum of 35 select students to gain valuable work experience in public and community health settings. Community Wellness & Prevention Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,677,284 Financing: 3,481,554 Net County Cost: 195,730 Funding Sources: State 52.7% $1,937,559 Federal 29.4% 1,079,339 Local 12.6% 464,656 General Fund 5.3% 195,730 FTE: 27.2 Health Services Health and Human Services 312 County of Contra Costa FY 2019-2020 Recommended Budget Environmental Health General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 16,091,417 17,942,853 19,328,764 19,328,764 0 Services And Supplies 3,160,015 4,646,705 3,940,230 3,940,230 0 Other Charges 547 1,500 1,500 1,500 0 Fixed Assets 12,039 210,000 160,000 160,000 0 Expenditure Transfers (9,746) 217,791 191,782 191,782 0 Expense Total 19,254,271 23,018,849 23,622,276 23,622,276 0 Revenue Other Local Revenue 19,418,637 22,291,877 23,777,776 23,777,776 0 State Assistance 159,976 176,885 176,500 176,500 0 Revenue Total 19,578,612 22,468,762 23,954,276 23,954,276 0 Net County Cost (NCC): (324,341) 550,087 (332,000) (332,000) 0 Allocated Positions (FTE) 98.0 100.0 100.0 100.0 0.0 Financial Indicators Salaries as % of Total Exp 84% 78% 82% 82% % Change in Total Exp 20% 3% 0% % Change in Total Rev 15% 7% 0% % Change in NCC (270%) (160%) (0%) Compensation Information Permanent Salaries 9,364,844 10,311,510 11,253,930 11,253,930 0 Temporary Salaries 38,435 75,000 110,888 110,888 0 Permanent Overtime 237,268 225,001 266,788 266,788 0 Deferred Comp 71,843 86,820 97,620 97,620 0 Comp & SDI Recoveries 0 (13,747) 0 0 0 FICA/Medicare 531,712 606,312 644,576 644,576 0 Ret Exp-Pre 97 Retirees 40,843 47,317 47,317 47,317 0 Retirement Expense 3,943,204 4,610,658 4,748,738 4,748,738 0 Employee Group Insurance 1,060,616 1,155,947 1,404,991 1,404,991 0 Retiree Health Insurance 425,534 431,130 385,986 385,986 0 OPEB Pre-Pay 100,235 100,235 178,166 178,166 0 Unemployment Insurance 21,407 5,306 5,648 5,648 0 Workers Comp Insurance 255,475 301,365 184,117 184,117 0 A. As a result of a settlement with Chevron, the County was granted $500,000 to be used in the Underground Storage Tank Program. These funds are kept in a separate account in the General Fund for future use. In addition, $34,092 is set aside in General Fund each year to be used for the purchase of a new vehicle by the Richmond Fire Department. This fund now totals $409,104. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 313 Description: Includes programs to minimize or eliminate disease transmission in a variety of consumer protection areas, to preserve the environmental quality of Contra Costa County, to preserve the health and safety of Contra Costa County residents, and to clean up toxic waste spills and identify responsible parties. Workload Indicators: The recommended FY 2019-20 budget is based on a monthly average of 346 hazardous material inspections and 1,294 consumer protection inspections. Impact: The recommended budget maintains the current level of services. 1.Hazardous Materials Program Description: a.Emergency Response Program: Provides an emergency response unit under the control of a Hazardous Materials Specialist 24 hours per day, seven days per week, for the identification and characterization of unknown substances and for risk as- sessment and oversight of hazardous mate- rials spills and releases, mitigating releases and spills, and disposing of small quantities of hazardous wastes. b.Hazardous Waste Generator Program: Provides enforcement, education and con- sultation to over 2,461 hazardous waste generators for compliance with federal and state laws and regulations. Inspection ac- tivities assure a safe environment for Contra Costa workers and residents. c.Hazardous Materials AB 2185 Program: Performs review and dissemination of haz- ardous materials management plans and hazardous materials inventories for approximately 2,745 businesses, and inspection of businesses to ensure their compliance with their hazardous materials management plans and state and federal laws and regulations. The hazardous materials business plan information is made available to all of the fire departments and districts in Contra Costa County via the County’s GIS maps. d.Underground Tanks Program: Performs inspection and permitting of approximately 1,006 underground tanks at 378 tank facilities in Contra Costa County to protect soil and groundwater from contamination by hazardous materials. e.Above Ground Storage Tanks Program: Ensures that facilities that have above ground storage of petroleum products follow their spill prevention containment and countermeasures plan by inspecting approximately 337 facilities that have this storage. This program protects the waters of the state. f.Accidental Release Prevention (ARP): Implements the California Accidental Release Prevention Program and the County’s and Richmond’s Industrial Safety Ordinances that requires regulated facilities to develop and implement a prevention program. Requires businesses to have an emergency response plan to respond to an incident and notify emergency responders and the public on protective actions to take. g.Green Business Program: Recognizes businesses that have good compliance and environmental practices by designating the business as a Green Business. The Green Business Program works with businesses in pollution prevention. h.Clean Water Program: Implements Public Works’ clean water program for industrial sites in the unincorporated parts of the County. Selected sites are inspected to determine that these sites have good programs to ensure storm water runoff from the site is free of oil and other hazardous materials. Health Services Health and Human Services 314 County of Contra Costa FY 2019-2020 Recommended Budget Hazardous Materials Program Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,566,110 Financing: 11,732,110 Net County Cost: (166,000) Funding Sources: Local Fees 101.4% $11,732,110 FTE: 39.0 2.Environmental Health Description: a.Food Programs: Performs permitting and inspection of retail food facilities including restaurants, bars, retail food markets, mobile food vehicles and temporary food facilities; inspection of institutional and school food service facilities; permits (includes an annual inspection) and registers cottage food businesses; and conducts investigations of food-borne illness outbreaks. Reviews and approves plans for compliance with local, state, and federal requirements, for retail food facilities. b.Recreational Health Programs: Performs permitting and inspection of public pools, spas and recreational beaches; posts State mercury advisories for fish and annual spring domoic acid mussel warnings at beaches and other bay access points; permitting and inspecting of organized camps; conducts investigations of waterborne disease outbreaks; and leads efforts in the County to understand and protect the public from hazards of blue green algae. Reviews and approves plans for compliance with local, state, and federal requirements, for public and spa facilities. c.Solid Waste Program: Performs permitting and inspection of landfills, composting facilities and transfer stations; inspections of closed or abandoned landfills; notification review and inspection of smaller facilities such as those for compost and construction waste; code enforcement for abatement of exterior garbage, refuse and cast-off materials; and disposal of waste tires. d.Medical Waste Program: Performs registration, inspection and permitting of specified medical waste generators, treatment facilities, and storage and transfer facilities and haulers. e.Land Use Programs: Performs permitting and inspection of individual on-site wastewater treatment systems; permitting and inspection of water wells, soil borings and monitoring wells; and evaluation of properties for compliance with environmental health criteria. f.Body Art Program: Performs registration of body artists, permitting including plan check and inspection of tattoo, body piercing and other body art establishments, and inspecting and permitting of temporary body art events. g. Small Water System Program: Performs plan review, inspecting and permitting of County, state and federally defined small water systems. Environmental Health Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,896,166 Financing: 12,062,166 Net County Cost: (166,000) Funding Sources: Local Fees 99.9% $11,885,666 State 1.5% 176,500 FTE: 61.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 315 3. Fixed Assets Description: To provide for acquisition of capital equipment for needed capital improvement projects. Fixed Assets Summary Service: Discretionary Level of Service: Discretionary Expenditures: $160,000 Financing: 160,000 Net County Cost: 0 Funding Sources: Local Fees 100.0% $160,000 Health Services Health and Human Services 316 County of Contra Costa FY 2019-2020 Recommended Budget Detention Facility Programs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 17,268,075 18,268,148 20,202,627 20,202,627 0 Services And Supplies 10,462,793 9,722,833 10,031,776 10,031,776 0 Other Charges 1,775 1,887 1,887 1,887 0 Fixed Assets 0 50,000 50,000 50,000 0 Expenditure Transfers (2,445,190) (2,442,858) (3,365,609) (3,365,609) 0 Expense Total 25,287,454 25,600,010 26,920,681 26,920,681 0 Revenue Other Local Revenue 1,098,660 1,142,731 1,222,295 1,222,295 0 Federal Assistance 714,671 350,000 507,816 507,816 0 State Assistance 77,375 65,570 65,570 65,570 0 Revenue Total 1,890,706 1,558,301 1,795,681 1,795,681 0 Net County Cost (NCC): 23,396,748 24,041,709 25,125,000 25,125,000 0 Allocated Positions (FTE) 98.9 100.8 100.8 100.8 0.0 Financial Indicators Salaries as % of Total Exp 68% 71% 75% 75% % Change in Total Exp 1% 5% 0% % Change in Total Rev (18%) 15% 0% % Change in NCC 3% 5% 0% Compensation Information Permanent Salaries 9,353,021 10,888,153 11,661,053 11,661,053 0 Temporary Salaries 794,041 0 345,498 345,498 0 Permanent Overtime 734,530 319,526 721,526 721,526 0 Deferred Comp 26,420 43,020 59,640 59,640 0 Hrly Physician Salaries 83,833 86,174 86,174 86,174 0 Perm Physicians Salaries 595,326 587,012 588,774 588,774 0 Perm Phys Addnl Duty Pay 3,612 1,848 1,848 1,848 0 Comp & SDI Recoveries (980) 0 0 0 0 FICA/Medicare 794,955 955,451 827,840 827,840 0 Ret Exp-Pre 97 Retirees 31,352 31,668 36,411 36,411 0 Retirement Expense 2,998,687 3,308,849 3,510,244 3,510,244 0 Employee Group Insurance 1,239,466 1,415,806 1,761,694 1,761,694 0 Retiree Health Insurance 246,990 235,572 288,006 288,006 0 OPEB Pre-Pay 34,880 34,880 117,930 117,930 0 Unemployment Insurance 25,501 26,763 5,833 5,833 0 Workers Comp Insurance 306,441 333,425 190,155 190,155 0 A. Does not include temporary or registry employees. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 317 Description: Provides health services, including medical and behavioral health, to patient-inmates of the County adult and juvenile detention facilities. Workload Indicators: The recommended FY 2019-20 budget is based on an average detention facilities census of approximately 1,500/day. Impact: The recommended budget maintains the current level of services. 1. Detention Facility Mental Health Services Description: Provides assistance to the Sheriff's Department in the identification and management of patient-inmates needing mental health services located in the County's main detention facility in Martinez and the West County Detention Facility. Services include screening and assessment at intake of all patients, and medication management, behavior management, crisis counseling, group education, and brief therapy for appropriate patient-inmates. Program staff is available to Sheriff's staff for consultation and training. Detention Facility Mental Health Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,783,000 Financing: 65,570 Net County Cost: 3,717,430 Funding Sources: State 1.7% $65,570 General Fund 98.3% 3,717,430 FTE: 18.6 2. Detention Facility Medical Services Description: Provides all primary care medical services for patient-inmates in the County's detention facilities, including diagnostic testing, treatment, nursing care, pharmacy, obstetrical, dental and other services. When more complicated medical services are required, they are provided at the Contra Costa Regional Medical Center and Health Centers. Due to the overcrowding in state prisons, AB 109 funding was made available to counties to offset medical services provided to detained AB 109 inmates housed in the Contra Costa County Adult Detention Facilities. Detention Facility Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $23,137,681 Financing: 1,730,111 Net County Cost: 21,407,570 Funding Sources: Local 5.3% $1,222,295 Federal 2.2% 507,816 General Fund 92.5% 21,407,570 FTE: 71.0 3. Juvenile Hall Medical Services Description: Provides primary care medical services to inmates at the Juvenile Hall, including diagnostic testing, treatment, pharmacy, nursing care and physician care. Juvenile Hall Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,497,310 Financing: 2,497,310 Net County Cost: 0 Funding Sources: Transfer (Probation) 100.0% $2,497,310 FTE: 11.2 Health Services Health and Human Services 318 County of Contra Costa FY 2019-2020 Recommended Budget 4. Juvenile Justice Facilities (Youth Institutional Mental Health Services) Description: Provides funding for crisis intervention, medication evaluation and critical consultation by Mental Health Department staff to inmates held at the Orin Allen Youth Rehabilitation Facility and Juvenile Hall. Juvenile Justice Facilities Summary Service: Discretionary Level of Service: Discretionary Expenditures: $877,114 Financing: 877,114 Net County Cost: 0 Funding Sources: Transfer (Probation) 100.0% $877,114 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 319 Conservatorship/Guardianship General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,785,721 2,911,832 3,195,534 3,195,534 0 Services And Supplies 948,778 1,129,908 1,035,259 1,035,259 0 Expenditure Transfers (191,145) 22,993 25,219 25,219 0 Expense Total 3,543,354 4,064,733 4,256,012 4,256,012 0 Revenue Other Local Revenue 102,429 127,636 97,302 97,302 0 State Assistance 353,005 749,365 506,710 506,710 0 Revenue Total 455,435 877,001 604,012 604,012 0 Net County Cost (NCC): 3,087,919 3,187,732 3,652,000 3,652,000 0 Allocated Positions (FTE) 23.0 24.0 24.0 24.0 0.0 Financial Indicators Salaries as % of Total Exp 79% 72% 75% 75% % Change in Total Exp 15% 5% 0% % Change in Total Rev 93% (31%) 0% % Change in NCC 3% 15% 0% Compensation Information Permanent Salaries 1,596,242 1,708,282 1,930,977 1,930,977 0 Temporary Salaries 55,191 0 0 0 0 Permanent Overtime 8,309 0 0 0 0 Deferred Comp 19,069 25,440 25,440 25,440 0 FICA/Medicare 125,701 130,684 148,405 148,405 0 Ret Exp-Pre 97 Retirees 5,130 5,112 5,562 5,562 0 Retirement Expense 495,732 508,509 573,751 573,751 0 Employee Group Insurance 255,149 310,668 323,009 323,009 0 Retiree Health Insurance 119,929 116,196 104,472 104,472 0 OPEB Pre-Pay 57,572 57,572 51,328 51,328 0 Unemployment Insurance 3,712 854 970 970 0 Workers Comp Insurance 43,983 48,515 31,621 31,621 0 Description: This program has responsibility for managing the financial affairs and daily support coordination of clients who are mentally ill, frail, elderly or otherwise deemed to be incapable of caring for themselves in these areas. It also acts as rep-payee for conserved clients whose cases are managed by the MH system. The Public Conservator is mandated by state law and the Health Services Health and Human Services 320 County of Contra Costa FY 2019-2020 Recommended Budget Public Guardian is responsible to the Board of Supervisors in the performance of these duties. Additionally, the program collects court-ordered conservatorship-related fees on behalf of other County departments. The Conservator’s Office operates under the Behavioral Health Division, and has three distinct core functions: Probate Conservatorship: Generally initiated when a patient has no one else who is qualified and willing to act on his/her behalf to make medical/treatment decisions. Probate Conservators assist to ensure the patient’s basic needs are met. These include: physical health, food, clothing, and shelter/housing. If a patient has an estate, the Probate Conservator helps to manage his/her financial resources and resist fraud or undue influence. LPS Conservatorship: Specifically designed for a mentally ill patient who is deemed gravely disabled as a result of his/her mental illness. The LPS Conservatorship process starts while a patient is in an inpatient psychiatric unit and the patient’s psychiatric treatment is required beyond the short term acute setting. Generally the attending psychiatrist at an acute in-patient unit files a temporary conservatorship (T-Con) before the expiration of a 5250. The Conservator’s Office assigns a staff to process a T-Con investigation which includes gathering the patient’s history/medical records, as well as a face-to-face interview. The assigned deputy conservator makes a final recommendation to the court after reviewing all records and completing his/her interview with the patient and family if there is identified family involvement. Payee Services: As a Public Guardian entity recognized by the Social Security Administration, the Conservator’s Office offers payee services to their conserved patients. The following are required duties:  Determine the patient’s needs and use his/her financial resources to meet those needs.  Save any money left over in an interest bearing account.  Report any changes or events which could affect the patient’s eligibility for benefit.  Keep all records of payments received and how a patient’s funds were spent.  Help the patient get medical/psychiatric treatment when needed.  Assist a patient to access social services programs specific to the patient’s needs. Workload Indicators: The recommended FY 2019-20 budget is based on an average caseload of 980 clients per month. Impact: The recommended budget maintains the current level of services. Conservatorship/Guardianship Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,256,012 Financing: 604,012 Net County Cost: 3,652,000 Funding Sources: State 11.9% $506,710 Local 2.3% 97,302 General Fund 85.8% 3,652,000 FTE: 24.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 321 California Children's Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 8,922,928 9,637,467 10,364,524 10,364,524 0 Services And Supplies 1,089,689 1,444,853 1,440,176 1,440,176 0 Other Charges 0 600 600 600 0 Fixed Assets 61,295 0 0 0 0 Expense Total 10,073,913 11,082,920 11,805,300 11,805,300 0 Revenue Other Local Revenue 470,008 405,600 451,450 451,450 0 State Assistance 9,380,170 8,239,064 8,915,850 8,915,850 0 Revenue Total 9,850,178 8,644,664 9,367,300 9,367,300 0 Net County Cost (NCC): 223,734 2,438,256 2,438,000 2,438,000 (0) Allocated Positions (FTE) 64.9 65.7 65.7 65.7 0.0 Financial Indicators Salaries as % of Total Exp 89% 87% 88% 88% % Change in Total Exp 10% 7% 0% % Change in Total Rev (12%) 8% 0% % Change in NCC 990% (0%) 0% Compensation Information Permanent Salaries 5,251,412 5,604,372 6,098,144 6,098,144 0 Temporary Salaries 49,586 129,960 216,300 216,300 0 Permanent Overtime 598 5,400 5,400 5,400 0 Deferred Comp 35,295 34,800 42,900 42,900 0 Hrly Physician Salaries 25,187 0 0 0 0 Perm Physicians Salaries 188,547 265,284 265,290 265,290 0 Comp & SDI Recoveries (2,577) (8,004) (8,004) (8,004) 0 FICA/Medicare 408,848 440,194 479,482 479,482 0 Ret Exp-Pre 97 Retirees 17,932 18,504 18,517 18,517 0 Retirement Expense 1,749,723 1,841,063 1,937,732 1,937,732 0 Employee Group Insurance 681,986 751,376 883,990 883,990 0 Retiree Health Insurance 235,250 264,000 220,488 220,488 0 OPEB Pre-Pay 122,880 122,880 96,834 96,834 0 Unemployment Insurance 12,214 2,904 3,207 3,207 0 Workers Comp Insurance 146,047 164,733 104,244 104,244 0 Health Services Health and Human Services 322 County of Contra Costa FY 2019-2020 Recommended Budget Description: The California Children’s Services (CCS) Program arranges, directs, authorizes and pays for medical care, equipment and rehabilitation for children and young adults under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. CCS currently provides case management and occupational and physical therapy for 4,255 Contra Costa children and youth with serious health care conditions. Thirteen percent of these clients are covered by “Straight CCS”, 14% by Medi-Cal Targeted Low Income Children’s Program (TLICP), and 73% by Medi-Cal Title XIX. Case management staff helps assure clients receive the appropriate pediatric specialty care. In collaboration with community physicians, Medical Therapy Program staff provides direct rehabilitation services at five public school sites in Contra Costa County. Workload Indicators: The recommended budget for FY 2019-20 is based on a monthly average of 4,255 active cases, 857 of whom are in the Medical Therapy Unit, and 127 new referrals each month. Impact: The recommended budget maintains the current level of services. CCS Program Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,805,300 Financing: 9,367,300 Net County Cost: 2,438,000 Funding Sources: State 75.5% $8,915,850 Local 3.8% 451,450 General Fund 20.7% 2,438,000 FTE: 65.7 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 323 Public Administrator General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 739,341 618,987 664,504 664,504 0 Services And Supplies 268,659 69,786 113,161 113,161 0 Expense Total 1,007,999 688,773 777,665 777,665 0 Revenue Other Local Revenue 878,862 293,904 433,665 433,665 0 Revenue Total 878,862 293,904 433,665 433,665 0 Net County Cost (NCC): 129,137 394,869 344,000 344,000 0 Allocated Positions (FTE) 5.0 5.0 5.0 5.0 0.0 Financial Indicators Salaries as % of Total Exp 73% 90% 85% 85% % Change in Total Exp (32%) 13% 0% % Change in Total Rev (67%) 48% 0% % Change in NCC 206% (13%) 0% Compensation Information Permanent Salaries 452,913 366,404 384,795 384,795 0 Temporary Salaries 12,334 0 0 0 0 Permanent Overtime 356 902 0 0 0 Deferred Comp 4,070 5,755 5,794 5,794 0 FICA/Medicare 31,215 26,531 29,569 29,569 0 Ret Exp-Pre 97 Retirees 904 1,001 1,014 1,014 0 Retirement Expense 131,019 113,854 120,878 120,878 0 Employee Group Insurance 63,883 63,123 87,504 87,504 0 Retiree Health Insurance 17,184 18,404 17,363 17,363 0 OPEB Pre-Pay 12,090 12,453 7,183 7,183 0 Unemployment Insurance 1,034 711 196 196 0 Workers Comp Insurance 12,339 9,848 10,208 10,208 0 Description: Within the Health Services Department, the Public Administrator program sits in the Health, Housing and Homeless Services Division and has duties distinct from the Public Guardian/Conservator program that sits within the Behavioral Health Services Division. The Public Administrator investigates and may administer the estates of persons who are residents of Contra Costa County at the time of death and who die without a qualified person willing or able to administer their estate. Health Services Health and Human Services 324 County of Contra Costa FY 2019-2020 Recommended Budget Duties of the Public Administrator may include any or all of the following:  Search for next-of-kin and locate all persons entitled to inherit from the estate;  Make final arrangements for the deceased;  Conduct thorough investigations to discover all of the decedent’s assets and debts;  Protect the decedent's property from waste, loss, or theft;  When appropriate, petition the court for appointment as administrator of the estate and follow through with all of the duties of probate as set forth in the California Probate Code; and  Pay estate creditors and expenses of administration and distribute the balance of the estate to the persons legally entitled to inherit. The Public Administrator receives revenue from fees paid by the estates it manages. The amount of these fees is established by the California Probate Code and is based on the value of each estate, (Prob. Code § 7666 and § 10800). In addition to statutory fees, the Court, upon request, may award the Public Administrator extraordinary fees for such extra work as selling real property and petitioning for determination of heirship (Prob. Code § 10801). Workload Indicator: The recommended budget for FY 2019-20 is based on an average active caseload of 110 cases. Impact: The recommended budget maintains the current level of services and anticipates that the Public Administrator’s office will generate about $433,665 in estate fee revenue during FY 2019-20. Public Administrator Summary Service: Mandatory Level of Service: Discretionary Expenditures: $777,665 Financing: 433,665 Net County Cost: 344,000 Funding Sources: Estate Fees 55.8% $433,665 General Fund 44.2% 344,000 FTE: 5.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 325 Emergency Medical Services (SB12) Emergency Medical Services Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 1,861,310 1,571,549 1,543,305 1,543,305 0 Other Charges 0 586,554 0 0 0 Expense Total 1,861,310 2,158,103 1,543,305 1,543,305 0 Revenue Other Local Revenue 1,646,679 1,571,549 1,543,305 1,543,305 0 Revenue Total 1,646,679 1,571,549 1,543,305 1,543,305 0 Net Fund Cost (NFC): 214,631 586,554 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 16% (28%) 0% % Change in Total Rev (5%) (2%) 0% % Change in NFC 173% (100%) 0% Description: The Emergency Medical Services fund also known as SB 12 or “Maddy Emergency Medical Services Fund” is used to reimburse physicians and hospitals for a percentage of the losses they incur in providing uncompensated emergency services. The fund is financed from court imposed motor vehicle fines assessed for moving violations. Impact: The recommended budget maintains the current level of services. 1. Administration Description: Reimbursement for County incurred cost related to Emergency Medical Services program collections and disbursements. Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $146,718 Financing: 146,718 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $146,718 Health Services Health and Human Services 326 County of Contra Costa FY 2019-2020 Recommended Budget 2. Emergency Medical Services Description: Reimbursement for the County operated Emergency Medical Services Program. Emergency Medical Services Summary Service: Discretionary Level of Service: Mandatory Expenditures: $224,521 Financing: 224,521 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $224,521 3. Physicians Description: Payments to physicians for emergency services provided to indigents. Physicians Summary Service: Discretionary Level of Service: Mandatory Expenditures: $776,767 Financing: 776,767 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $776,767 4. Hospitals Description: Payments to hospitals for emergency room care provided to indigents. Hospitals Summary Service: Discretionary Level of Service: Mandatory Expenditures: $330,178 Financing: 330,178 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $330,178 5. Pediatric Trauma Centers (Richie’s Fund) Description: Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Pediatric Trauma Centers Summary Service: Discretionary Level of Service: Mandatory Expenditures: $65,121 Financing: 65,121 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $65,121 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 327 Ambulance Service Area- Measure H (Administered by the Health Services Department and included here for informational purposes. The cost center is part of the Special District Budget.) Ambulance Service Area EMA (Zones A and B) 2017-18 Actuals 2017-18 Budget 2018-19 Baseline 2018-19 Recommended Change Expense Salaries And Benefits 1,390,750 1,678,659 1,827,592 1,827,592 0 Services And Supplies 1,209,539 6,086,016 1,601,852 1,601,852 0 Other Charges 2,073,471 2,107,033 2,104,723 2,104,723 0 Expense Total 4,673,760 9,871,708 5,534,167 5,534,167 0 Revenue Other Local Revenue 4,862,108 5,199,913 5,534,167 5,534,167 0 Revenue Total 4,862,108 5,199,913 5,534,167 5,534,167 0 Net Fund Cost (NFC): (188,348) 4,671,795 0 0 0 Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0 Financial Indicators Salaries as % of Total Exp 30% 17% 33% 33% % Change in Total Exp 111% (44%) 0% % Change in Total Rev 7% 6% 0% % Change in NFC (2,580%) (100%) 0% Compensation Information Permanent Salaries 927,648 860,821 1,248,708 1,248,708 0 Temporary Salaries 9,562 0 0 0 0 Deferred Comp 11,218 17,213 13,183 13,183 0 FICA/Medicare 70,140 120,902 68,957 68,957 0 Ret Exp-Pre 97 Retirees 2,611 4,777 1,196 1,196 0 Retirement Expense 252,919 454,590 365,746 365,746 0 Employee Group Insurance 89,728 158,741 98,366 98,366 0 Unemployment Insurance 2,087 3,612 2,029 2,029 0 Workers Comp Insurance 24,836 58,002 29,408 29,408 0 Description: This funding supports equipment, training, communications and technologies that save lives and reduces complications associated with medical emergencies in compliance under Title 22 for medical and quality oversight of high performance Emergency Medical Services (EMS) Systems. This includes funding for emergency medical dispatch, public safety and fire first responder and paramedic service, prehospital equipment and technology; EMS disaster and mass casualty communications; pre-hospital electronic records; and Public Access Defibrillation. Health Services Health and Human Services 328 County of Contra Costa FY 2019-2020 Recommended Budget The Health Services EMS Division acts to assure compliance with all California State EMS Authority statutory mandates including but not limited to pre-hospital continuing education, EMT certification and paramedic accreditation, pre-hospital training and the administrative and levy collection costs associated with Measure H parcel levies collected with property taxes. Impact: The recommended budget reflects costs of maintaining EMS System services at a level to comply with Federal and California State EMS Authority regulatory requirements. 1. Zone A Description: Includes support for enhancements in first responder service, equipment and technology; EMS and disaster communications; community CPR and Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. The geographic area encompasses the territory of the San Ramon Valley Fire Protection District (San Ramon, Danville, and surrounding unincorporated areas). Zone A Summary Service: Discretionary Level of Service: Mandatory Expenditures: $234,227 Financing: 234,227 Net Fund Cost: 0 Funding Sources: Measure H 100.0% $234,227 2. Zone B Description: Includes support for enhancements in first responder and paramedic service, equipment and technology; EMS and disaster communications; community CPR and Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. Funded by Measure H parcel levies collected with the property taxes. The geographic area encompasses all of the remaining incorporated and unincorporated territory of the County not included in Zone A. Zone B Summary Service: Discretionary Level of Service: Mandatory Expenditures: $5,299,940 Financing: 5,299,940 Net Fund Cost: 0 Funding Sources: Measure H 100.0% $5,299,940 FTE: 9.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 329 West Contra Costa Healthcare District (Administered by the Health Services Department and included here for informational purposes. The cost center is part of the Special District Budget.) These funds are not included in the Overview, Summary, and Mandatory / Discretionary data. West Contra Costa Healthcare District 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 0 0 1,665,040 1,665,040 0 Other Charges 0 0 8,176,348 8,176,348 0 Expense Total 0 0 9,841,388 9,841,388 0 Revenue Other Local Revenue 0 0 9,841,388 9,841,388 0 Revenue Total 0 0 9,841,388 9,841,388 0 Net Fund Cost (NFC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 0% 0% % Change in Total Rev 0% 0% % Change in NFC 0% 0% Description: The West Contra Costa Healthcare District struggled financially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations. After emerging from bankruptcy in 2006, the District fell deeper into debt. In 2015, the District closed its hospital, Doctors Medical Center. In October 2016, the District again filed for Chapter 9 bankruptcy. The Bankruptcy court approved the District’s Plan of Adjustment on January 2, 2018, allowing the District to repay certain creditors over a series of years. To minimize the District’s operating cost under the bankruptcy plan, the District needed to transition to an appointed board of directors. California Senate Bill 522 dissolved the District’s existing board and the County Board of Supervisors became the District’s governing board effective January 1, 2019. The fiscal year 2019-20 budget includes $900,000 in funding for West County community based healthcare programs. West Contra Costa Healthcare District Service: Discretionary Level of Service: Discretionary Expenditures: $9,841,388 Financing: 9,841,388 Net Fund Cost: 0 Funding Sources: Local 100% $9,841,388 Health Services Health and Human Services 330 County of Contra Costa FY 2019-2020 Recommended Budget CAO’s Recommendation The 2019-20 recommended budget funds the Health Department’s General Fund programs at the baseline level and includes a net County cost of $134,636,000. The recommended budget includes a total General Fund allocation increase of approximately $37 million, as compared to last year’s recommended budget. The County cost includes General Fund subsidies, totaling $60,345,000, to Contra Costa Regional Medical Center and Ambulatory Centers and Contra Costa Community Health Plan Fund III. The General Fund subsidy to the later enterprise fund is budgeted at $3,736,288 for IHSS providers’ medical and $250,000 for the County’s contribution to Contra Costa CARES and these amounts are the same as prior years.   Expenditures department-wide increased by $46 million, compared to the FY 2018-19 adjusted budget, of which $14 million is primarily due to negotiated salary and benefit cost increases. The recommended budget includes a 3% cost of doing business adjustment for the Mental Health Community Based Organization contractors providing adult, child and Mental Health Services Act services. The FY 2019-20 budget assumes a department- wide net revenue change of $9 million compared to FY 2018-19 adjusted. Hospital and clinics’ revenues are expected to increase by $43 million and general fund programs by $30 million. The recommendation includes $98 million in revenues for the Medi-Cal 2020 Waiver and the Department expects to meet the healthcare and community health obligations of this comprehensive waiver program. A reduction to Contra Costa Health Plan’s Enterprise Fund II revenues is anticipated and Medi-Cal enrollment is budgeted with a 2.1% decrease. While the recommended budget maintains the Department’s General Fund programs at the current level of service for FY 2019/20, it will be impossible to maintain or increase this level of subsidy to the Health Department for FY 2020- 21 or beyond. Without increased revenues some programs will have to be reduced or eliminated. 2018-19 Performance Measurement The following outcomes represent a mid-year report of the progress made toward reaching the goals identified in the 2018-19 budget. Hospital and Ambulatory Care Centers Goal: Development and tracking of quality and safety measures as outlined in PRIME, regulatory measures and accreditation requirements. Outcome: Over 200 quality and safety measures are tracked and reported annually to ensure best practices and quality benchmarks are met. The hospital continues to be fully accredited under the Joint Commission Hospital Accreditation program and was relicensed by CDPH as a general acute care facility. CCRMC’s laboratory was fully accredited by Joint Commission as well. Goal: Meet or exceed California Federal Medicaid requirements for PRIME which will improve the health of the population, the patient experience and customer satisfaction, and reduce per capita costs. Outcome: Successful in meeting all pay for performance metrics for PRIME in FY 2017-18, except one. Over performance on other metrics will allow recouping lost funds for the measure. Steps have been taken to ensure we meet all metrics for FY 2018-19. DHCS recognized our PRIME work for FY 2017-18 for meeting the most targets, closing the most gaps and for the integration of our primary care and behavioral health electronic health records. Goal: Initiation of specialty care redesign to improve access for patients and meet benchmark and outcome metrics consistent with PRIME Medicaid waiver. Outcome: eConsult, the online triage and consultation tool, was implemented for every specialty. Primary care providers receive specialist advice electronically in lieu of a face- to-face visit. Optimal workflows on the tools were created and progress has been made on specialty referral reviews. As of the end of Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 331 2018, provider reviewers have acted on 77% of specialty referrals within five days of receipt. Goal: Integration of Behavioral Health and Primary Care. This will improve physical and behavioral health outcomes, care delivery efficiency, and patient experience by establishing or expanding fully integrated care, culturally and linguistically appropriate teams – with expertise in primary care, substance use disorder conditions and mental health conditions. Outcome: Contra Costa’s Wellbeing Screen was successfully pushed to all 11 health centers. This allows reliable screening and diagnosis of individuals for mental health conditions and substance abuse and connects them to appropriate services. Data gleaned from the Wellbeing Screen has assisted with facilitating best practices conversations, patient follow-up care and referrals, and resource allocation of staff across the health centers. The integration of our electronic health record with our Behavioral Health division will continue to improve care coordination for behavioral health patients. Goal: Redesign of Ambulatory Care. Primary Care patients will experience timely access to high quality, efficient, and equitable primary care, designed to work collaboratively with patients and other care providers in achieving and maintaining optimal patient health, and avoiding unplanned interventions. Outcome: We continue to improve the design of our Patient-Centered Health Home model. Health Focused Clinics (HFCs), designed to address uncontrolled hypertension and diabetes, were launched. Culturally concordant staff conducted outreach to patients assigned to HFCs to ensure the most vulnerable access services regularly. Gender clinics access has increased to better serve that population. After successful implementation of sexual orientation and gender identity (SOGI) questionnaires in both English and Spanish, 51,000 questionnaires were collected, a 99.8% collection rate. Goal: Focus on care transitions, integration of post-acute care. To ensure the coordination and continuity of health care as high-risk patients, with chronic health conditions, behavioral health conditions and/or housing instability, move from the hospital to the ambulatory care setting. Outcome: To better address post-discharge coordination of care, automated post-discharge phone calls were launched. Responses are directed immediately to appropriate nurse or pharmacy staff for follow-up. Efforts to ensure patients fully understand their discharge instructions include bedside physician discharge instruction review and patient/nurse teach-back on medication instructions. State Bill 1152 requirements regarding discharge plans for our homeless patients have been addressed to ensure clothing, housing, transportation, medication and other patient needs are met before discharge. Goal: Complex care management for high-risk medical populations. To implement, and/or improve upon, a complex care management model for targeted high-risk patient populations, that facilitates the appropriate coordinated delivery of health care services, and is better able to meet the patient’s needs and preferences and improves patients’ health outcomes. Outcome: Collaboration between the Whole Person Care (WPC) project team in Public Health, part of the Medi-Cal 1115 waiver, and the PRIME team resulted in greater care coordination for both populations. Approximately 37% of PRIME complex care patients are eligible for both programs and roughly 25% have been enrolled in this program. We leveraged our electronic health record (EHR) system for shared documentation between the PRIME 2.3 and WPC teams to improve care coordination. The result is reduced ambulatory sensitive admissions, or admissions that could have been avoided by providing care in an outpatient setting. Health Services Health and Human Services 332 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Health Plan Goal: The Contra Costa Health Plan (CCHP) Pharmacy Unit will collaborate with the medical director to meet with major clinical partners in the Community Provider Network (CPN) and Contra Costa Regional Medical Center (CCRMC) providers, community-based network providers, local and regional pain specialists, regional safe prescribing coalitions, public health, and others to expand upon the established opiate program. Expansion of the opiate program will include convening a focused pharmacy and therapeutics committee meeting dedicated to discussing pain management objectives and establishing utilization controls regarding quantity limits for initial fills of immediate release opiates, establishing a methodology to spot members above an established morphine milligram equivalent (MME) dose, and placing limits on opiate/benzodiazepine co-prescribing. Outcome: The Pharmacy Unit excelled in this goal by hosting several opiate conferences throughout the County. As planned, key elements of the CCHP opiate program were actively implemented during FY 2018-19. To date, CCHP has implemented 3 out of the 4 elements, including the inception of a benzo/opiate provider notification program, implementation of a 120 mg MME limitation for all opiate prescriptions, and complete removal of Soma from the CCHP formulary. The 4th and final element of the CCHP opiate program will be implemented on 04/01/2019 and will be a 7- day limit on all new prescriptions for immediate release opiates for opiate naïve members. Preliminary data shows positive results thus far: since the inception of the CCHP opiate program (March 2018) benzo/opiate co-prescribing has decreased more than 20% for CCHP members, and more than 40% of all CCHP members taking opiate doses over 120 mg MME are actively tapering. This goal will be modified and continued for FY 2019-20. Goal: CCHP’s Authorization Unit will continue to reduce referral turnaround time for the Community Network Providers (CPN) to less than five days. Outcome: The Authorization Unit this year had high staff turnover rates and a major change in leadership. We started a process to automate this function to meet the time line. The team will continue to work and use automation to meet this goal. Goal: CCHP’s low to moderate mental health benefit will include additional mentoring and assisting the Behavioral Health Division to meet the Department of Health Care Services (DHCS) delegation requirements. Outcome: CCHP’s leadership team continued to meet with the Behavioral Health staff via bi- monthly and quarterly meetings. We will continue to work collaboratively interdepartmentally. Goal: Develop and implement an educational program for the case managers to increase and enhance their knowledge and documentation skills to meet new National Committee for Quality Assurance (NCQA) best practice guidelines and develop and implement a standardized revised orientation process for new hires during the fiscal year. Outcome: All the policies within the Care Management Department were revised to include the training procedures. A new onboarding process was revised to meet the NCQA guidelines. Goal: Home and community-based services will implement and operate the new Palliative Care Benefit with contracted palliative care providers and the Contra Costa Regional Health Center outpatient palliative care clinic. Outcome: The new Palliative Care Benefit was rolled out to our members and we designed a provider network to service those members with chronic health conditions. We met this goal by 100% with both the network in place and communicating to our providers for referrals. Goal: Case Management will operationalize the new expanded Health Information and Risk Assessment process for all Medi-Cal enrollees. Outcome: We revised the new Health Risk Assessment and included the Long-Term Services questions along with adding questions to address the Social Determinants of Health. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 333 Our management of the program exceeded our goals because we added an interactive voice recognition program called Eliza. In 2018 we increased our outreach efforts by over 500%. Goal: CCHP is building a new Population Health Management program, according to National Committee for Quality Assurance standards to provide better health for the members and lower costs for the Health Plan. This will be accomplished by analyzing our membership and determining interventions to provide in four areas: Keeping members healthy. Addressing members with emerging risk in order to lessen future disease burden. Improving member safety, including during transitions of care. Managing multiple chronic illnesses. Interventions with clinical leaders in the Contra Costa Regional Medical Center and Community Provider Network should begin no later than July 1, 2018. The program will be evaluated by measures of clinical outcomes, cost/utilization, and member experience, and will be refined annually. Outcome: Program launched in 2018 in the four areas specified by NCQA. Interventions/programs to address each area are listed below: Keeping members healthy: o Happy Birthday Prevention Letter - Adults o Happy Birthday Prevention Letter - Adolescents Addressing members with emerging risk in order to lessen future disease burden: o Asthma Medication Management with PerformRx o Pediatric Asthma Home Visiting Pilot- West County o Uncontrolled and Out of Care Diabetes Program Improving member safety, including during transitions of care: o Co-prescribing Opiate and Benzodiazepine Pharmacy Management o Chronic Pain Pharmacy Monitoring Program Managing multiple chronic illnesses: o CCHP Case Management o Community Connect Case Management Goal: CCHP Quality Unit will improve the rate of hypertension control in African American members with a performance improvement project following the Department of Health Care Services (DHCS) mandated methodology and in collaboration with the Contra Costa Regional Medical Center and Public Health. Outcome: Project delayed due to lack of staff to conduct intervention. Project is set to begin in January 2019 now that we have hired an intern to call our targeted members with hypertension. Goal: CCHP Quality Unit will increase the rate of nephropathy screening or treatment for diabetics with a performance improvement project following the Department of Health Care Services (DHCS) mandated methodology. Outcome: Project delayed as the first intervention we pursued as a partnership with BioIQ was abandoned. After many months of negotiating and project planning to offer home screening for nephropathy, the contract negotiation stalled. New intervention is planned which requires a new report from Business Intelligence. Once the new report is completed the project will launch, likely in February 2019. Goal: Implement a daily audit workflow that measures the productivity of each claims examiner based on an average of 85,000 claims monthly. Outcome: The auditing process was revised. We added a .5% to each of the claims examiner’s workload, and developed training based on any trends identified. We added an Auditor from the Analysis & Reporting Unit to assist the Claims Supervisor with this task. Health Services Health and Human Services 334 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Develop production standards and measures to prepare for timeliness and accuracy standards for claims examiners. Outcome: This goal was exceeded. For several months we had a 100% timeliness for claims before they reached day 61 that would have started interest payments. The staff was recognized for this outstanding accomplishment. Goal: Engage in provider joint operations meetings to provide feedback on top claim errors to ensure clean claim rates are high, and education on how to submit claims that must have prior authorization or are in need of a medical review. Outcome: CCHP’s Claims & Utilization Management teams, under the leadership of the COO, performed trainings with the high volume providers: Apria, AMR, Sutter and John Muir. We will continue to track high providers with claims denials and provide training. Goal: Implement a CCHP oversight process for provider appeals and payment disputes to ensure we meet the required 15-day response time period. On a quarterly basis, measure our results in meeting the 15-day time period. Outcome: We changed our Claims Payment Dispute letter that outlines the work flow process for appeals. Additionally, we moved the oversight process to the COO to send letters emphasizing our policies and procedures. We did notice a downward trend in the Sutter appeals now that they understand the policies. Goal: Decrease the provider appeals and payment disputes by 3%. Design and share quarterly metrics with providers that have high appeals or payment dispute inquiries. Target these providers for education. Outcome: Our training with Sutter and Apria I teams helped us to successfully meet this goal and train them on our policies for submitting appeals and payment disputes within the timeframes according to our policies and procedures. Goal: Ensure that provider appeals are captured in the utilization management workflow and provider payment disputes are captured in the claims management workflows. Outcome: Joint trainings were performed with both the claims examiners and Hospice and Palliative Accrual for Recertification (HPAR) teams to show the end to end workflow process where the two departments interface on the appeals and payment disputes process. Goal: Implement a technological solution for reducing the volume of rejected encounters due to incorrect/missing National Provider Identifier (NPI) numbers to ensure that claims are paid timely to meet 95% criteria or higher. Outcome: We explored the possibility of adding another vendor to purchase software to perform this action. However, within IT a similar process exists. We want to continue to explore this change after the Epic system upgrade in 2019. Goal: Develop medical information reports for network providers that identify members that have not received annual appointments to ensure preventive care measures are taken by a visit to their physician. Post quarterly reports to give primary care providers feedback on their members who have not received annual health care. Outcome: We provided these reports to the larger CPN Federally Qualified Health Centers (FQHCs) for LifeLong and La Clínica. We want to continue this goal and discuss these reports at the quarterly meetings with the CPN providers. This will work with the goal in 2019 to help keep members out of the emergency room and obtain care from their primary care providers. Goal: Regarding the screening and enrollment of network providers, the Department of Managed Health Care’s (DHCS) All Plan Letter (APL) 17-019 mandates that Managed Care Plans (MCPs) “CCHP” network providers must enroll in the Medi-Cal program either via DHCS or via CCHP’s internal process that meets APL 17-019 requirements. CCHP has approximately 1,380 providers that need to be screened and enrolled via DHCS or CCHP. CCHP will notify these providers in Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 335 January of their options and send applications to those who choose to enroll through CCHP. Follow-up will occur to make sure each current and future provider enrolls via DHCS or CCHP. Outcome: CCHP is 100%, CCRMC is 100%, and Contra Costa Mental Health (CCMH) is 94%. We will continue in 2019 to bring CCMH to 100%. Mental Health Goal: The use of Evidence Based Practices (EBPs) in the Adult System of Care. Behavioral Health plans to continue implementation of EBPs, Cognitive Behavioral Social Skills Training (CBSST) and Cognitive Behavioral Therapy for Psychosis (CBTp). A monthly EBP/Outcomes workgroup meets to monitor system wide implementation and the use of outcome measures to support implementation. Monthly consultation for providers with the trainers will continue. Behavioral Health plans to have “refresher” trainings in CBSST and CBTp as well as trainings for new staff. EBP team leaders will be identified in Adult programs. The goal here is to develop “train the trainer” capacity and maintain a community of practice that supports professional growth and development and provides quality on-going training in best practices. Outcome: Goals partially met. EBP Team Leaders have been identified in adult regional clinics, Older Adult services, and Forensics services. EBP Team Leaders provide on-going consultation and support to staff using EBPs as well as monitor the use of outcome measures. EBP Team Leaders have not developed “train the trainer” capacity but are working on building a community of practice supporting professional growth and development. Goal: Implement system-wide outcome measures, the Patient Health Questionnaire (PHQ9) and Generalized Anxiety Disorder (GAD7). A current pilot at East County Adult and Discovery House will provide valuable learning as to viability of these instruments and subsequent implementation system-wide throughout the adult system of care. The goal will be to implement by the end of 2018 throughout the entire adult system. Also, we will be implementing two specific outcome measures as part of our EBP implementation: the Independent Living Skills Survey-ILSS for consumers participating in CBSST groups and the Recovery Assessment Scale-RAS for consumers receiving CBTp. Outcome: Goals met. Outcome measures are being implemented system wide. These include: PHQ9, GAD7, ILSS, and the RAS. Goal: Expand services for Behavioral Health consumers with criminal justice involvement. The Forensic Mental Health Services will be implementing two new programs in 2018: the Mobile Crisis Intervention Team and CoCo Lead Plus, Proposition 47. The goal will be to develop and implement these programs to provide deeply needed services to BH consumers. Outcome: Goals met. Both CoCo LEAD Plus and the Mobile Crisis Response Team went live in July 2018. Goal: Implement Suicide Prevention Treatment County-wide in all three regional adult clinics to decrease the use of crisis services, decrease suicide attempts and decrease suicide. Outcome: Goal met. A clinician has been identified to provide short term therapeutic support to clients in the Adult regional clinics who are struggling with suicidal depression. Goal: Coordinating levels of care. An integrated behavioral health system supports consumers to navigate through higher and lower levels of care as their needs change over time. Mental health and substance use disorder staff are working to increase coordination of care in the adult system, in particular, coordinating levels of care. The Adult system will continue to convene “coordinating levels of care” – CLOC - workgroup to map service levels and identify step down options for clients with improved outcomes. Outcome: Goal partially met. The CLOC workgroup met regularly this year to map, investigate, and identify step down options for Health Services Health and Human Services 336 County of Contra Costa FY 2019-2020 Recommended Budget clients in our housing continuum as well as step down options for clients receiving services in our Adult regional clinics who may be ready to step down out of Behavioral Health to primary care. Goal: Coordination of care between 4C in- patient and system of care. BH continues to improve coordination of care for consumers discharging from CCRMC’s 4C/inpatient unit and linking them as smoothly as possible with vital services in the community. BH hosts a weekly multi-disciplinary Bed Review committee which reviews consumers who have been hospitalized to develop discharge plans to community resources. BH also meets for “mini Bed Review” later that same week on the 4C-inpatient unit to help support discharge plans for clients admitted after the large Bed Review meeting. The goal is to improve and support linkage to vital services in the community. Outcome: Goal fully met. Goal: Coordination of Care between Adult System of Care and long term residential care facilities. When long term psychiatric care is needed, our consumers have access to these vital services. When treatment is successfully completed and consumers are ready to return to the community, careful planning and coordination is needed to assure as smooth a transition to services in the community. This includes the appropriate residential level of care, as well as mental health services, and vocational supports. Outcome: Goal fully met. Goal: The Transition Team provides short-term intensive case management services to individuals needing extra support and linkages to multiple services. The goal with the Transition Team is to continue to coordinate and provide innovative care for these consumers as they make contact with many service entry points. Outcome: Goal fully met. Goal: Increase bed capacity for older adult mental health consumers. The Adult system of care has experienced a marked increase in Older Adult MH consumers needing augmented housing that also provides special supports for activities of daily living (ADLs) and medical care. We would like to increase our bed capacity for these Older Adult consumers. This will decrease long wait lists for much needed services and assure that our consumers are getting linked to appropriate levels of care. Outcome: Goal fully met. Goal: Trauma informed system of care training. Conduct division-wide trainings in "Trauma 101: the basics of trauma and stress, and their impact on health and wellbeing". Trauma impacts all of us. Research reveals a correlation between trauma and increased health risks. It is a growing public health concern. Increased awareness of the processes of trauma and how we can manage stress in the workforce will hopefully increase overall work satisfaction and, thus, increase overall service delivery to consumers. A trauma informed system is a compassionate system that is responsive to all its members and supports mental health and wellbeing. Outcome: Goal partially met. Training BH staff in Trauma 101 began. Approximately 50% of BH staff remain to be trained. Goal: Implement the Innovative Project, Cognitive Behavioral Social Skills Training (CBSST). This project will establish a clinical team to deliver CBSST to mental health consumers residing in augmented board and care facilities. Outcome: Goal partially met. A CBSST team was hired. Team remains to be trained in CBSST. CBSST training in January 2019 will support this project. Goal: Implement the Innovative Project, Center for Recovery and Empowerment (CORE). This project will establish a community based program of intensive clinical intervention for youth experiencing both mental health issues and substance use disorders. Outcome: In FY 2018-19 the CORE Project was initiated, with its clinic site established in Richmond, the multi-disciplinary team hired and trained, and clients being served. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 337 Goal: Implement a County-operated Loan Repayment Program that will address identified workforce staffing shortages in psychiatry. Outcome: In FY 2018-19 the Loan Repayment Program was launched, with 11 total contracts initiated and four agreements completed with subsequent payments to student loan lenders. Goal: Implement a Volunteer Family Support Network Program that will provide support to family members and loved ones of consumers of Contra Costa Behavioral Health Services (CCBHS). Outcome: Through a competitive bid process NAMI-Contra Costa contracted with CCBHS to establish a Family Support Volunteer Network. In FY 2018-19 all staff were hired and trained, and two classes completed that have trained 44 volunteers to provide support to family members of persons experiencing mental health issues. Goal: Improve timely access to care to network providers for outpatient mental health services, and reduce barriers to accessing care (continue to monitor/strive for low abandoned calls rates on Access Line, continue outreach follow up calls to ensure connection to provider, address barriers with providers. Outcome: Outcome Data for 07/01/18- 01/04/19: Average number of business days from request of service to appointment offered: 10 days (state requirement -- 10 days). We currently do not have data on the percentage of patients who meet the 10 days requirement, but it is low, despite the average being 10 days. Percentage of patients with a referral following receipt of a verbal referral (those who received an appointment): 58% Percentage of patients who showed up to their appointment/claim received from provider: around 51% (data is 52% for July and decreases each month closer to current due to claim delays). Patient reported barriers to accessing care: #1 reason -- left message with provider but never heard back. #2 reason -- had not followed up with referrals yet. For comparison: 07/01/17-06/30/18: Average number of business days from request of service to appointment offered: 8 days Percentage of patients with a referral following receipt of a verbal referral (those who received an appointment): 63% Percentage of patients who showed up to their appointment/claim received from provider: 52% Conclusion: The goal remains relevant, as timely access to services/barriers to accessing care continues to be a challenge due to capacity limitations on the network. We hope that by increasing the provider rates in 2019-20, we will increase capacity, thereby increasing the percentage of patients who receive timely access to care. Goal: Improve timely access to care for Substance Use Services (increase SUD calls handled on Access Line). Outcome: Based on data collected through Tapestry in 2018-19 and reports provided by the External Quality Review Organization (EQRO), the Access Line will establish timeliness benchmark measures in 2019-20 for improved access. Alcohol and Other Drugs (AOD) Goal: Complete the County’s SUD Prevention Strategic Plan for the period 2018-2023 by May 2018. Outcome: This goal was accomplished. The new County Prevention Strategic Plan was approved by the Department of Health Care Services (DHCS) in June 2018. The new Strategic Plan which includes a highly robust needs assessment and logic models will cover the FY2018-2023 period. During the next five years, AOD prevention programs will address the following three goals: 1) Reduce Underage Drinking, 2) Reduce Youth Marijuana Use and 3) Reduce Prescription Drug Abuse and Misuse. Goal: In partnership with other Divisions, develop a response to the opioid epidemic in Contra Costa County. Health Services Health and Human Services 338 County of Contra Costa FY 2019-2020 Recommended Budget Outcome: This goal has been partially met and will continue until such point that opioid related issues/risks are completely eliminated in our County. In 2018, we officially included the reduction of prescription drug abuse and misuse in our Prevention Strategic Plan. In FY18-19, we supported the MEDS coalition “A Dose of Awareness” event, participated in various health fairs and developed educational material aimed at raising awareness about the Opioid Epidemic. In March, we joined prevention Stakeholders to proclaim March as Prescription Drug Awareness Prevention Month. Later in the year, in partnership with CCTV, we supported the AOD Advisory Board in the development of a television program which presents the different aspects of the Opioid Epidemic in Contra Costa including available resources. With technical support from our Communications DoIT Department, AODS prevention staff developed an Interactive Opioid Story Map currently posted in our homepage that highlights all the efforts and resources that are available in Contra Costa to address the opioid epidemic. Finally, the development of an integrated Health Services Department response to the Opioid Epidemic blue print is close to completion. AODS also applied for one-time only funding from DHCS for the expansion of Medication Assisted Treatment (MAT) in the jails. The grant has allowed staff to become part of a State collaborative, certify nurses in the jail in addiction medicine, and train staff regarding substance use disorders. Through this small grant, Contra Costa has obtained additional Naloxone spray which has been distributed in the community. Towards the end of the year, an additional Suboxone training targeted psychiatrists in the mental health clinics to help them become MAT providers. A subsequent training for psychiatrists focused on the use and distribution of naloxone. Goal: Continue efforts to support successful implementation of the Organized Delivery System (ODS) Drug Medi-Cal (DMC) Waiver. Outcome: Partially met. FY18-19 was the second year of the Waiver, this goal will continue through the end of the 2020 Waiver. A successful implementation in Contra Costa, could potentially guarantee its renewal. In 2018, we issued a request for proposal to increase services for medically managed/monitored residential services. In March, Contra Costa completed the first Network Adequacy Certification Tool (NACT) of the DMC-ODS plan with a minor deficiency. Last August, AODS had it first External Quality Review Organization (EQRO). Overall, we received excellent feedback regarding the DMC-ODS plan. Nonetheless, the EQRO final report outlines 3 specific recommendations, one of which we have started to address. Through the additional one-time Substance Abuse Block Grant (SABG) received last April, AODS invested in training resources, technology support, and added funding to all AODS providers contracts to include a COLA increase. Additionally with assistance from our DoIT department a Bed App was created to streamline the reporting process of bed capacity in the system thereby eliminating several steps and efficiently managing SUD treatment capacity. In terms of new services, we added Withdrawal Management services through Helen Vine located in Marin County, and successfully advocated for restoring much needed services in West County through the Richmond Planning Commission. In 2017, the Behavioral Health Access Line integrated mental health and substance use disorders. Data reported by the substance abuse counselors at the Behavioral Health Access Line indicate that in FY17-18 there were 22,146 incoming calls for SUD services or 1,845 calls per month. Conversely, from July through December 2018 there were 11,977 incoming calls or 2,395 incoming calls per month reflecting a significant increase as well as an increase in the number of abandoned calls. AOD is still deficient at meeting after hours, weekends and holidays requirements. In July, we successfully increased the residential rates for DMC-ODS providers. DHCS retroactively approved our proposal and the new rates include a 3% COLA for 3 years. Goal: Increase SUD system capacity for services to youth and Spanish speaking clients. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 339 Outcome: This goal has partially been met. AODS has started a contract with a provider to begin services for youth at Helms Middle School and DeAnza High School in addition to a location in El Cerrito- all in West County. We have approached the Latino Commission to provide residential ASAM Level 3.1 to Spanish speaking women. The Latino Commission is located in San Mateo County, but the contract would include transportation. Outpatient services for Spanish speaking clients are still precarious and we are yet to locate services for youth in Central County. In 2018 we established a contract with Sunny Hills in San Anselmo (Marin County) to provide L3.1. 3.5 residential services for youth. Goal: Implement Electronic Health Records (EHR) in AODS in compliance with the requirements of 42 CFR Part 2. Outcome: This goal has not been met and will be carried forward to next year. Funding resources to resolve technical challenges related to the segmentation of 42CFR Part 2 (protected information in CClink) are yet to be identified. The lack of electronic health records within AOD was the second deficiency identified by EQRO. Goal: Promote the Operation Standards for Recovery Residences also known as Sober Living. Outcome: We ended 2018 with the addition of Recovery Residences via a contract with Support4Recovery. A second contract with Oxford Houses was executed in January 2019. It is expected that clients start stepping down from residential treatment to intensive outpatient and basic outpatient services into recovery residences and continue treatment while living in a drug and alcohol free environment. Recovery Residences help recovering individuals maintain the gains made in treatment and sustain their recovery journey moving into remission. The funding for recovery residences is possible through the ability of counties to free SABG dollars previously dedicated for treatment which is now paid by Medi-Cal. Clients in Outpatient treatment participated. Goal: Develop and submit a grant proposal for the implementation of a Driving Under the Influence (DUI) Court with support from the superior court. Outcome: This goal was not met. While AODS developed the grant proposal, the Superior Court decided to postpone submission and/or implementation. Contra Costa is one of the very few counties that does not have a drug court but AODS is committed to the implementation of best practices that offer opportunities for SUD treatment in lieu of incarceration or punishment. Health Housing and Homeless Programs Housing and Services Goal: Secure a suitable site to build 50 units of micro-housing and services for single adults experiencing homelessness and utilizing multiple programs at high rates within our healthcare system. Outcome: The Health Housing and Homeless Program (H3) has identified a suitable site for construction of the 50-unit building. Federal funding has been secured to ensure the ongoing operations and supportive services necessary for the project. Goal: Increase outreach and engagement efforts through the expansion of Coordinated Outreach Referral and Engagement (CORE) outreach teams. Outcome: In FY 2018-19, CORE Outreach grew to 9 teams, which includes new partnerships with Bay Area Rapid Transit (BART), and the cities of Richmond and San Pablo. Goal: Add a Coordinated Assessment Resource (CARE) center in East Contra Costa County to increase homeless services in that area. Outcome: H3 continues to work with the City of Antioch to identify land or vacant buildings that may be appropriate for CARE Center services. Health Services Health and Human Services 340 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Launch a marketing and fundraising campaign targeting individual and corporate donations to create a flexible pool of funding (Housing Security Fund) that can support persons experiencing homelessness regain housing throughout Contra Costa County. Outcome: Fundraising efforts have yielded some success as the Housing Security Funds has received investments from the County Probation Department, multiple cities, as well as a State grant that will contribute to the flexible housing pool. Data/Evaluation Goal: Conduct a comprehensive, first-year evaluation of the Coordinated Entry system. Outcome: H3 completed and published the first-year evaluation of the Coordinated Entry System. Goal: Develop Coordinated Entry system-wide metrics. Outcome: Beginning February 2019, H3, in collaboration with community service providers will engage in a community process to develop standardized metrics across the coordinated entry system to measure impact of programs and services. Policy/Planning/Systems Development Goal: Conduct a homeless Point in Time count (homeless census) to enumerate the number of men, women, and children living outside in encampment or in shelters and other temporary housing. Outcome: H3 conducted a county-wide Point- in-Time (PIT) Count of homeless individuals, January 26, 2019 and will conduct its next count on January 29, 2020. And, for the first time, a youth count was conducted in August 2018 to document the number of youth experiencing housing insecurity in the community. Goal: By 2019 implement Phase III of the Coordinated Entry system that includes system- wide coordinated assessment and assignment of emergency shelter and transitional housing for individuals experiencing homelessness. Outcome: Beginning May 2019, H3 and community-based homeless service providers will engage in a community process to design and implement a centralized shelter placement process. Goal: Continue long-range planning efforts for the development of permanent supportive housing units located on the former Concord Naval Weapons Station (CNWS) base. Outcome: H3 continues to participate and advocate for permanent supportive housing as part of the long-range planning efforts for the CNWS. Two meetings have been held in FY 2018-2019 regarding the development of housing for persons experiencing homelessness on the former base. Public Health Epidemiology Planning and Evaluation Unit Goal: Work collaboratively with each of the three non-profit hospital systems to complete a comprehensive community health assessment by the early spring of 2019. Outcome: In 2019, an outline and timeline for achieving National Public Health Accreditation was developed. Collaborations with the three non-profit hospitals: Kaiser Permanente, John Muir, and Sutter Health is on schedule. The Public Health Division, under the leadership of Family, Maternal & Child Health, hosted a dozen community input sessions to help develop the Needs Assessment. Goal: In partnership with all Divisions of the Health Services Department, the Alameda- Contra Costa Medical Society and local advocacy groups, deliver a Blueprint for addressing the Opioid Epidemic in Contra Costa County. Outcome: The Blueprint for addressing the opioid epidemic is under development and should be completed by the late spring of 2019. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 341 Communicable Disease Program Goal: Create and disseminate a periodic communicable disease newsletter to community partners. Topics may include local disease data, emerging issues, changes in disease reporting, etc. Outcome: The Communicable Disease (CD) programs have created and disseminated a newsletter to health care partners in the community. Topics include: coccidioidomycosis, enteric illnesses, illness associated with shellfish consumption, travel screening, influenza, West Nile Virus and vaccines. Two issues have been created and are available via email and on cchealth.org. Community partners can also subscribe to the electronic email version via cchealth.org and submit future issue topics via our CD Programs email. Community Wellness and Prevention Program (CWPP) Goal: Tobacco Prevention Project: Provide technical assistance to at least three cities within Contra Costa County to develop and implement community policies aimed at reducing youth tobacco influences and decreasing youth smoking. Outcome: Provided technical assistance to six Contra Costa cities (Richmond, San Pablo, Concord, Oakley, San Ramon, Hercules) to develop and/or implement policies to reduce youth exposure to tobacco influences and secondhand smoke and decrease youth smoking initiation. Goal: Nutrition and Physical Activity Promotion: Work collaboratively with community and local government agencies to improve the nutrition and physical activity environment for SNAP-Ed eligible populations by developing and implementing policy, systems, and environmental changes that make the healthy choice the easy choice. Outcome: The Nutrition & Physical Activity Promotion Program conducted four county-wide “Walk with a Doc” events. “Walk with a Doc” is a project that encourages healthcare providers to identify internal medical screening systems changes to better assess and refer patients to nutrition and physical activity resources within the community. “Walk with a Doc” efforts are a collaboration between CWPP, East Bay Regional Parks, Food is Medicine Collaborative, Healthy Parks Healthy People Partnership and the Health Services Department Champion Providers mentioned above. Goal: Public Health Solutions (PHS) Project: Work collaboratively within the Department, and with students, teachers, and community-based agencies to develop a health career pathway program based on national best practice models. Outcome: Public Health Solutions has continued to collaborate with the Health Services Department, local school districts and community-based organizations to develop a health career pathway program that has resulted in the hiring of the PHS program alumni in one local city government and the CCHS Health, Housing and Homeless Program. Family Maternal & Child Health Program (FMCH) Goal: Work collaboratively with CCHS Facilities Services and the City of San Pablo on the development of a new WIC facility. Outcome: Project completed and the grand opening was on 11/20/18. San Pablo WIC is open and functioning at full capacity. Clinic Services Goal: (1) Maintain enrollment in the Community Connect program at 14,400 Medi-Cal beneficiaries; and (2) expand mobile dental services in Central and East County as new dental vans are equipped and staffed. Outcome: (1) The enrollment goal was met and the dental vans are up and running. AIDS Goal: HIV/STD: Develop and implement a peer-based mentorship and resource navigation Health Services Health and Human Services 342 County of Contra Costa FY 2019-2020 Recommended Budget program for our HIV+ medical case management clients by August 2018. Outcome: The goal was not met due to hiring and other challenges associated with bringing on a Community Health Worker II to implement this program. California Children’s Services Goal: Work collaboratively with Contra Costa Health Plan as youth transition (age) out of CCS and over to commercial health insurance coverage. Outcome: California Children’s Services engaged CCHP Case Management Unit as well as Utilization Review Unit to improve continuity of care for young adults aging out of CCS. Public Administrator Goal: Close 90% of cases within one year after the date of issuance of letters. Outcome: This goal is in progress. We continue to proceed expeditiously with the settlement and distribution of estates within the guidelines set by the Probate Code. To date for FY18/19, we have opened twenty-five cases and closed seven of these cases. For FY 2018-19, we expect to close 90% of cases within one year after the date of taking control of the estate. Goal: In an effort to reduce inappropriate or incomplete referrals, provide at least 3 trainings at hospitals, nursing homes and/or mortuaries educating individuals on when the Public Administrator should be notified and how to submit a complete referral. Outcome: To date, we have provided trainings for 2 local mortuaries and have plans to conduct additional trainings at 2 local hospitals. It is anticipated that this goal will be met by the end of the fiscal year. Goal: Research options and recommend a comprehensive, web-based case management system that will allow the Office of the Public Administrator to manage cases more efficiently. Outcome: This goal is in progress. We have researched options and are participating in a state-wide forum to collaborate with other public administrator offices regarding a web-based case management system in March 2019. It is anticipated that we will have a recommendation by the end of the fiscal year. Goal: Redesign the Public Administrator’s website to provide increased functionality. Outcome: This goal was accomplished. The Public Administrator’s website was redesigned and now includes more details about the services provided by the Public Administrator, answers to frequently asked questions and the option to submit a referral online. Goal: Increase the amount of the Public Administrator’s revolving fund so that the office is able to meet necessary expenses and fees prior to collecting money in an estate. Outcome: This goal is in progress. The revised revolving fund operating procedures are being reviewed. We anticipate that the procedures will be approved and implemented by the end of the fiscal year. Environmental Health Goal: Protect the waterways and groundwater of the County while incorporating new technology and new state requirements. Share draft of On-site Wastewater Treatment System (OWTS) ordinance and regulations with the public, take to the Board of Supervisors for approval and submit to the Regional Water Quality Control Boards. Incorporate new OWTS ordinance and regulations into current work practice including training staff. Outcome: With County Counsel assistance, the OWTS ordinance and regulations were approved by the Board of Supervisors on September 11, 2018 and became effective October 11, 2018. Updated website with new ordinance, regulations and related material. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 343 Invited cities to adopt or refer to the new county ordinance and regulations. In calendar year 2018, processed, reviewed and inspected the construction of 41 drinking water wells, 19 irrigation wells, 24 piezometers with casings, 13 cathodic protection, three dewatering, and 116 monitoring wells. In calendar year 2018, processed, reviewed and inspected the destruction of soil borings, soil vapor probes, cone penetration test (cpt) and inclinometer boreholes at 649 parcels, and 327 well destructions. In 2018, processed, reviewed and inspected the construction of soil vapor probes, piezometers without casings, inclinometer and cone penetrating test (cpt) boreholes at 39 parcels. In calendar year 2018, approved the plans and oversaw the construction of two conventional OWTS, 13 alternative OWTS, eight alternative system replacement OWTS, 15 septic tank replacements, and 40 septic tank abandonments. Inspected and permitted 63 sewage pumper trucks that work for 12 permitted sewage pumper companies. Investigated 20 sewage leaks from lateral sewer lines and six OWTS reported leaks. Conducted routine inspections of 117 food facilities, seven landscaping and gardening businesses, nine upholstery and carpet businesses, three dog kennels and one horse stable in the unincorporated areas of the County, looking for adequacy of stormwater runoff control Followed up on 68 complaints of stormwater runoff in the unincorporated areas of the County. Goal: Ensure that solid waste is properly treated and disposed. Obtain Board of Supervisor approval for a revised illegal hauler ordinance which is needed to reduce illegal dumping. Implement a permitting program for closed and abandoned landfills, recycling centers, and facilities operating under Enforcement Notification procedures as defined by the state oversight agency. Adjust tonnage fee and permit fees to cover costs of the program. Outcome: Investigated 21 illegal transfer stations. Conducted monthly inspections at the permitted solid waste facilities in the LEA purview: two active landfills, five transfer stations, and one compost facility. In 2018, investigated 138 complaints associated with one of the landfills and 26 complaints associated with the compost facility. Conducted quarterly inspections at the five closed landfills and eight active Enforcement Agency Notification sites in the LEA jurisdiction. Conducted annual inspections at four closed solid waste sites. In 2018, investigated 76 garbage complaints, 94 no garbage service complaints, 64 illegal dumping complaints, and nine animal waste complaints. Conducted 492 routine inspections and 50 re-inspections of waste tire generators. Approved an amendment to the Report of Composting Site Information for our largest permitted composting facility in the County. Reviewed and rejected Acme Landfill’s application for amendment of their Report of Disposal Site Information as incomplete and incorrect. Conducted a 5-year permit review for El Cerrito Recycling. Reviewed application for a registration tier site submitted by Georgia Pacific Gypsum LLC. The LEA ultimately determined that the site should be classified as a Construction, Demolition, & Inert Debris Recycling Center. Reviewed amendments to the Report of Facility Information for the Contra Costa Transfer Processing Station and the permit for the Central Processing Facility. Health Services Health and Human Services 344 County of Contra Costa FY 2019-2020 Recommended Budget Conducted 69 annual inspections of large quantity medical generators. Conducted 311 inspections at small quantity medical waste generators. Goal: Food Program - Improve food safety. Provide consistent and user-friendly information about retail food establishment inspection results. Efficiently process, with primary concern for public safety, new plans for food facilities. Field standardized new food team staff and non-food team staff to incorporate federal food program standardization. Inspect all food facilities one to three times per year based on risk. Obtain Board of Supervisor approval to begin a placard program at all food facilities that reflects a risk-based inspection score. Outcome: Recognized the first round of facilities who received all Green placards for inspections conducted in 2017 and 2018. Provided each facility a special decal for posting, posted the awardees on the website and released a media advisory announcing the awardees. Conducted 5,389 unannounced, routine inspections, 543 re-inspections, 681 re- placard inspections, and 677 complaint inspections of retail fixed food facilities in 2018. Conducted 41 routine food facility inspections at skilled nursing facilities, 20 inspections of hospital kitchens, cafeterias and food stations, and one inspection at a 3- day adult health center kitchen in 2018. Conducted 36 routine inspections at mobile food commissaries. Conducted 339 permitting inspections and 104 routine inspections of mobile food facilities and investigated complaints of 30 unpermitted food vendors in 2018. Conducted 80 inspections of food stands and farmers markets in 2018. Reviewed and approved the plans and inspected the construction of 132 new fixed food facilities and 64 food facility remodel/equipment changes in 2018. Permitted and inspected 17 cottage food operations Class B and registered 52 cottage food operations Class A in 2018. Conducted follow-up action to 47 state notifications of voluntary food recalls affecting 531 food facilities in the County in 2018. Reviewed and approved organizer applications for 398 special events with 2,132 temporary food facilities in 2018. Inspectors conducted inspections at 305 of these special events. Permitted 125 vending machines owned and operated by seven vending companies. (Applies only to those vending machines that sell food that is considered potentially hazardous because if not kept cold or hot it is a good host for the growth of pathogens). Conducted 62 Food Safety Refresher Trainings for food employees of facilities that get two consecutive yellow placards. Training is conducted weekly and additional classes are added as needed. Training is taught in English, Spanish, Chinese, and Vietnamese. And simultaneous interpretation in Thai and Korean was provided when needed. French, Farsi, Japanese, Mongolian, Portuguese, and Tagalog learners are provided the translated PowerPoint presentation and may attend any of the other language classes. Most training sessions were taught to the maximum number of 30 trainees, meaning approximately 1,500 food employees received the training. Conducted 32 compliance conferences. Compliance conferences are being conducted with Consumer Protection managers and operators of food facilities that receive a third consecutive yellow placard during a routine inspection. The outcome of the compliance is a signed agreement outlining measurable steps that Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 345 the food facility operator needs to implement aimed at improved food handling practices. Conducted 17 Administrative Hearings. Administrative Hearings are required when a facility gets four consecutive yellow placards during a routine inspection, may occur as part of a food borne disease outbreak investigation, excessive number of closures, or for some other egregious food safety issue. Hearings can result in suspension or revocation of a permit. Conducted twelve food borne illness outbreak investigations (when a food borne illness from the same facility is reported from two separate households or one case of botulism, Vibrio, or E coli O157). Developed Food Donation web pages within the health services website. Goal: Improve Environmental Health (EH) enforcement outcomes and promote EH services via an effective and comprehensive outreach effort. Carry out all annual activities as defined in the EH Outreach Plan, carry out all one-time activities as defined in the calendar year outreach plan, develop and implement a tracking system of the outreach efforts, review content on website annually to ensure the most up-to-date material and valid links are available. Outcome: Wrote and sent the annual letter to city managers and mayors that focused on the new laws that go into effect in 2019 related to food, the placement of 37 kiosks under the Safe Drug Takeback ordinance, and announcing the Excellence in Food Safety awards that will be announced in early 2019. Pool and spa inspection results and inspection reports are available on the recreational health website. Participated in career fairs at two state universities. Taught food safety to temporary food vendors that sell at the Richmond Flea Market. Taught classes about environmental health and food safety in culinary art classes at two high schools. Provided food safety training at the adult schools in Richmond, Concord, Martinez and Pittsburg. Goal: Collaboration - Improve programs locally via active participation and leadership of environmental health collaborations in venues including the California Conference of Directors of Environmental Health (CCCDEH) regional and policy committees and associated technical advisory committees, roundtables, and workshops bringing local jurisdictions together to create cross collaboration. Outcome: All the managers except one are members of the CCCDEH and participate on policy committees. The Director of EH is currently serving as the president of CCDEH. A manager currently serves on the California Retail Food Safety Coalition. One of our veteran staff is serving on the Bay Area Food Technical Advisory Committee. The manager who started a greater Bay Area roundtable for plan review continues to co-lead this very active group. The Solid Waste Team continues to participate in the CalRecycle Roundtables. A manager and staff participate on the Body Art Technical Advisory Committee. Goal: Increase health and safety for users of pools, including spray grounds and water features. Efficiently process, with primary concern for public safety, new plans for public pools. Train staff on and incorporate new pool operation state regulations contained within Titles 22 and 24. Input routine inspection results into revised report on tablet either in the field or in the office. Health Services Health and Human Services 346 County of Contra Costa FY 2019-2020 Recommended Budget Outcome: Conducted 1,245 routine inspections of seasonal pools/spas, 369 routine inspections of year-round pools/spas, 170 re-inspections, 36 inspections related to complaints, and 199 re-openings of pools/spas closed for major violations in 2018. Reviewed and approved the plans and inspected the construction of thirteen new public pools/spas and 74 pool/spa remodels or equipment changes in 2018. Conducted one Administrative Hearing. Administrative Hearings may occur as part of a recreational health disease outbreak investigation, due to an excessive number of closures, or for some other egregious recreational health safety issue. Hearings can result in suspension or revocation of a permit. Conducted the yearly inspection of two public beaches located in the county: Lake Anza and Contra Loma Regional Park. Conducted one round of sampling of Discovery Bay water in June, and at the Pittsburg Yacht Harbor and Willow Lake in Discovery Bay in July. Issued health warnings for recreational and direct contact with water in Discovery Bay, Willow Lake, and the Pittsburg Yacht Harbor based on the results showing levels of cyanotoxin above state issued health guideline values. Posted no entry notices for humans or pets at Discovery Bay and conducted extensive outreach about the public health concerns. Provided warning signs to the City of Pittsburg. Also responded to 3 complaints of blue green algae in Discovery Bay water in 2018. Pool and spa inspection results and inspection reports are now available on the recreational health website. Closure information is also available at the website. Started a renewed look at identifying and correcting pool enclosures that have direct access from private patios, making sure there is a proper pool enclosure around the entire perimeter. Improved the integration of VGB Law (for entrapment hazards) compliance and equipment documentation with the Plan Review Section. New or remodeled pools will not be given final construction approval until the VGB certification paperwork is submitted. Staff participated in a committee reviewing chlorine release incidents and developing a means to prevent these. Staff responded to a cryptosporidium outbreak associated with a local spray-park and a chlorine gas release at a local swim club. Goal: Increase knowledge of small water system owners/operators about critical issues of regulatory oversight, and increase the number of small water system owners who can provide system information directly to the state through a web interface. Outcome: Conducted 10-year reviews of fourteen systems. Amended permits for 14 small water systems in FY 2017-18. Issued enforcement actions to 19 small water systems which had nitrate exceedance(s) or lead/copper rule violation(s). Conducted 30 sanitary surveys of small water systems in FY 2017-18. Goal: Increase safety for customers of tattoo and body artists. Inspect fixed facilities at a minimum once a year, and if necessary, inspect any temporary events with tattoo and body artists. Actively pursue and bring into compliance any illegally operating body art facilities and artists. Outcome: Twenty-two body art facilities were inspected, and 244 body artist registrations were active in 2018. Processed 13 new body art facility applications in 2018. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 347 Goal: Increase efficiency of office processes. Continue process of scanning historic documents to move from paper to paperless, move from paper inspection and desktop to tablet based field operations, incorporate web- based payment for services, conduct efficiency studies of work practices especially related to customer service and EH interface with the Finance Division. Outcome: Tablets are used for routine inspection for storm water at food facilities, pool cleaning businesses, upholstery and carpet cleaning businesses, and horse boarding facilities in the unincorporated areas of the County and for all permitted medical waste facilities. Tablets were already used for fixed food facilities, pools and spas, waste tire, and complaint investigations. Electronically generated inspection reports are emailed to the facility owner and auto- archived in the division’s data management software. Hourly billing is automatically invoiced using the program management software. Bar codes are now printed on permits and invoices allowing for automated batch screening. Service request approach now used for plan review of new and remodel body art facilities and blood borne pathogen training approval. Service request approach now used for review of land use and planning documents received from city and county community development departments. Permits to operate are generated by front desk staff at time of payment. Goal: Optimize the organizational structure of the division. Complete several personnel actions and job classification expansions so as to meet the current and future program management, field and office staffing, and supervision needs. Outcome: Department revisions to job classification proposals are under review. Goal: Be prepared to provide excellent EH emergency response, provide two trainings for on-call response, evaluate responsiveness of on-call inspectors, actively participate in County and departmental emergency preparedness teams and training, and actively participate in at least one disaster drill. Outcome: Conducted monthly communication testing and training for EH staff. Implemented new EBRCS radio system. Participated in two statewide exercises: Yellow Command and the annual State Med Health Exercise. The Division’s Branch Operations Center was activated three times. Staff were actively deployed to in-county disasters by conducting five shelter inspections associated with three incidents: Bay Point evacuation; Marsh Fire evacuation; and shelter set in San Pablo for the North Bay Fire evacuees. Actively participated in the Department’s Emergency Management Team annual training and the planning group for that training. Actively participated in the Department’s monthly EMT Work Group meetings. Actively participated in the EOC’s planning for the Yellow Command exercise. Two Division managers are part of the Emergency Operations Center Medical Health Branch. Director serves as one of three Operations Chiefs for the Departments Operation Center. Staff participated in the Department and County operations centers as part of the Health Services Health and Human Services 348 County of Contra Costa FY 2019-2020 Recommended Budget response to the Sonoma, Napa and Lake County fires. Out-of-county deployment: Three EH staff volunteered to spend three weeks assisting with the debris removal and recovery efforts by Sonoma County. One staff member completed the Emergency Management Specialist certification program done by the California Specialized Training Institute. Staff updated the Division’s All-Hazards Plan, which is part of the Department’s EOP. Staff attended the quarterly East County Disaster Committee meetings. Goal: Oversee the implementation of the Safe Drug Disposal Takeback Ordinance, including beginning an inspection program. Outcome: Thirty-seven kiosks are now in place around the County where unwanted drugs can be deposited. The locations are in CVS stores and Kaiser pharmacies. Goal: A health ordinance for cannabis retail and edible manufacturing is enacted, and implementation begins. Outcome: Health ordinance passed on July 24, 2018. The first health permits will be issued in mid-2019. Additional outcomes in other program areas: Inspect and approve for business 15 massage parlors in the cities of San Ramon and Walnut Creek. Inspected and submitted required reports to the state at four Superior Court holding cells, four County detention facilities, and eight city jails. Inspected one organized camp. Reviewed and commented on 238 land use documents from the 19 cities and unincorporated area planning departments. Hazardous Materials Goal: As of January 1, 2018, the Hazardous Materials Specialists are conducting all of their field inspections electronically by using tablets and statewide checklists for each of the programs. The goal is for all of the Specialists to use the tablets to assist them in their inspections. Outcome: All specialists are using EnvisionConnect Remote in performing their inspections. Goal: New CalARP Program regulations for refineries became effective on October 1, 2017. These regulations are modeled after the County’s Industrial Safety Ordinance. The goal is to determine the differences, develop guidance and implement the new audit questions for these new regulations. Outcome: The CalARP Program staff is working with other State CUPAs, Cal/OSHA, and the refinery representatives in developing guidance. It is projected the guidance will be complete by December 31, 2019. The CalARP Program staff meets with Cal/OSHA, other CUPAs, and the petroleum refineries to resolve any issues in implementing the new requirements. The CalARP Program staff has developed new audit and inspection questions that are being implemented in the audit/inspection process for Program 4 facilities. Goal: Perform 10 unannounced inspections during FY 2018-19. Outcome: On schedule for the completion of this goal in the current year. Goal: Aboveground Petroleum Storage Act Program: New requirements for tanks in underground areas are now effective. The goal is to implement these changes into the inspections. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 349 Outcome: New requirements for the APSA program became effective on January 1, 2019. APSA team is working with other CUPAs in developing a checklist that will include these changes, which will be adopted by Contra Costa County. This should be complete by October 1, 2019. Goal: Update the Inspection and Enforcement Plan for all the programs. This is now being done with the assistance of County Counsel. The product will be a model for all Certified Unified Program Agencies in the state. Outcome: Drafts of the plan have been completed and the goal is still on schedule for completion this fiscal year. Goal: This year the Hazardous Materials Programs are being evaluated by CalEPA and the other Boards, Departments and Offices that have oversight of the programs. The goal is to have no deficiencies, and for this evaluation to have less than ten deficiencies. Outcome: There were only three deficiencies during this evaluation and one of these deficiencies was addressed during the evaluation. There is a plan to address the other two, which will be completed by February 2020. All facilities have been assigned to inspectors equitably and to meet our own inspection frequencies. Goal: Incident Response Program: To have a well-trained staff to respond to incidents safely and timely. To work with other Hazardous Materials Response Teams. Outcome: The team has developed an agreement with CCCFPD on responding to hazardous material incidents within their jurisdictions. The team is meeting with other HazMat response teams to ensure all teams are on the same page. Detention Facilities Programs Goal: Redesign Detention Health Services to provide community-level standard of care for patients based on changes developed and tested in rapid improvement events. Outcome: We have completed rapid improvement recommendations including reduction in patient backlogs, repair/replacement of broken/outdated equipment, continuing education/training of staff, and addition of specialty care resources. Goal: Optimize ccLink functionality for detention environment. Outcome: We have developed detention care plan templates which is now in production, optimized the intake workflow, added the Columbia screening which is a validated tool for mental health screening and have created mental health care plans. Goal: Develop and implement expanded quality and safety program tailored for Detention Health. Outcome: We installed HCIN interpreter phones and are in the process of developing the CCHP advice nurse protocols which will enhance the Triage process. Goal: Develop ongoing mechanism for patient/family feedback about care experience. Outcome: So far this was done with working with diabetic patients and patients with chronic conditions through anecdotal stories from patients. We are in the process of developing surveys for patients and families about their care experience. Conservatorship Goal: The Public Guardian shall initiate an investigation within two business days of receiving a Probate referral. Outcome: This goal was not met. Goal: The Public Guardian will try to visit conserved individuals monthly, consistent with the Judicial Counsel best practices recommendation. Health Services Health and Human Services 350 County of Contra Costa FY 2019-2020 Recommended Budget Outcome: This goal was met approximately 80% of the time. Goal: Public Guardian staff shall maintain requisite training certification. Outcome: This goal was fully met. EMS Goal: Develop and implement EMS operational, clinical performance and utilization data reporting systems supporting stakeholder improvement initiatives. Outcome: Implemented comprehensive data analytic systems to support auto-reporting for ambulance response time compliance, EMS system utilization, and Ambulance Patient Offload Times (APOT). Goal: Continue to monitor East County and West County emergency ambulance service delivery areas for disparities associated with fire station closures (East County) and hospital closures (West County). Outcome: Ambulance response times and service delivery improved in both East County with an average response time of 4:38 minutes (2017) and West County with an average response time of 4:31 minutes (2017) under Alliance model with 48% improvement in uniform ambulance response. Goal: Re-establish Contra Costa Critical Care Paramedic (CCTP) intra-facility transport (IFT) program. The Contra Costa County CCTP program sunset several years ago with limited oversight transferred to Alameda County EMS. This program will be re-established within Contra Costa to assure no conflicts arise associated with Alliance ALS IFT service line exclusivity rights. Outcome: With establishment of new Alliance ALS IFT program re-evaluating medical transportation necessity of CCTP program. Goal: Increase medical health partner emergency preparedness capability. The EMS Agency continues to be responsible for coordinating the medical health operating area resources in the event any emergency impacts the EMS or the medical health care system. Outcome: Responded to 2018 North Bay and Carr Wildfires deploying ambulance strike teams and providing Medical Reserve Corps Volunteers to support evacuation shelter operations. Goal: Implement a new program of paramedic intra-facility transport. This new service line for paramedic intra-facility transport was delayed by a year due to the demands and changes associated with the Alliance contract. The new program is currently being developed and we hope to facilitate the development of the new intra-facility ambulance. Outcome: Alliance Advanced Life Support Inter-Facility Transport Program approved and launched March 6, 2018. Goal: Expand first medical response skills with law and fire-EMS partners. The EMS Agency has partnered with local law enforcement to update their AED programs and support programs that support control of bleeding. We are also collaborating with both law and fire- EMS providers to support SWAT medics programs that are in the early stages of development. This is an ongoing initiative. Outcome: Established first public safety first aid program in San Ramon. Established Narcan and Epinephrine administration programs for law enforcement and fire first responder agencies. Training programs approved and implemented. Goal: Update the County EMS multi-casualty incident (MCI) plan. The EMS Agency has been working with EMS System stakeholders, fire, dispatch, hospitals, senior nursing facilities and non-emergency ambulance providers evaluating current capabilities prior to a formal update of the MCI plan. The MCI plan is a living document and has been initially updated to reflect current processes and procedures as part of our Emergency Preparedness Program. This is an ongoing initiative to enhance emergency response and preparedness in the EMS System between stakeholders. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 351 Outcome: MCI plan updated with extensive stakeholder engagement as of July 27, 2018 with implementation date of 8/1/2018. Notable changes as described in memo posted at https://cchealth.org/ems/pdf/Memo-MCI-Plan- Release-18-MEMO-004.pdf Goal: Update the County EMS for Children Program. The California EMS Authority is finalizing the regulations for EMS for Children Systems of Care. The EMS Agency elected to delay the update of the County EMS for Children Program until those regulations were officially approved. The plan is to update the County EMS for Children program in compliance with the new state regulations when finalized. Outcome: Update of EMS for Children regulations approved in December 2018 and anticipated to be implemented in 2019. Pediatric readiness re-assessment of all hospital emergency departments completed and gap analysis in progress. Goal: Complete and conduct the RFP process for the San Ramon Valley exclusive emergency ambulance operating area. Outcome: San Ramon Valley Fire Protection District (SRVFPD) emergency ambulance agreement was renewed for one year at the request of the provider to allow full exploration of their claims to 224 rights. County entered a non- exclusive Emergency Ambulance Operating Area agreement as of November 1, 2018 thru October 31, 2019 with no changes in terms to provide the County EMS Agency the ability to work with the California State EMS Authority to determine if the Fire District claims had merit. 2019-20 Administrative and Program Goals Hospital and Ambulatory Care Centers Goal: Development and tracking of quality and safety measures as outlined in PRIME, regulatory measures and accreditation requirements. Goal: Meet or exceed California Federal Medicaid requirements for PRIME which will improve the health of the population, the patient experience and customer satisfaction, and reduce per capita costs. Goal: Meet or exceed California Federal Medicaid Managed Care requirements for QIP, which supplements other Medi-Cal funding, to improve the health of the population, the patient experience and customer satisfaction, and reduce per capita costs. Goal: Initiation of specialty care redesign to improve access for patients and meet benchmark and outcome metrics consistent with PRIME Medicaid waiver. Goal: Integration of Behavioral Health and Primary Care. This will improve physical and behavioral health outcomes, care delivery efficiency, and patient experience by establishing or expanding fully integrated care, culturally and linguistically appropriate teams – with expertise in primary care, substance use disorder conditions and mental health conditions. Goal: Redesign of ambulatory care. Primary Care patients will experience timely access to high quality, efficient, and equitable primary care, designed to work collaboratively with patients and other care providers in achieving and maintaining optimal patient health, and avoiding unplanned interventions. Goal: Focus on care transitions, integration of post-acute care. To ensure the coordination and continuity of health care as high-risk patients, with chronic health conditions, behavioral health conditions and/or housing instability, move from the hospital to the ambulatory care setting. Goal: Complex care management for high-risk medical populations. To implement, and/or improve upon, a complex care management model for targeted high-risk patient populations, that facilitates the appropriate coordinated delivery of health care services, and is better able to meet the patient’s needs and preferences and improves patients’ health outcomes. Health Services Health and Human Services 352 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Hospital telemetry expansion. Increasing the capacity of telemetry beds will provide an additional 22 beds for a total of 30 beds on the Medical unit. This is expected to ensure timely access to monitor beds and provide efficient patient care by decreasing the wait time and decreasing the number of boarder hours in the Emergency Department. Contra Costa Health Plan Contra Costa Health Plan (CCHP) is focusing on Administration, Program, and Operations Goals including automation and leveraging existing technology to decrease manual processes, addressing regulatory deficiencies, cost saving initiatives, and enhancing our infrastructure/operations. Administration Goal: CCHP will create a Fraud Waste and Abuse (FWA) Compliance Program. All Medi- Cal Managed Care Plans (MCPs) are required to have an FWA Program. The purpose of the program is to monitor fraudulent billing practices, identifying waste when providers abuse billing for services and abuse when laws are broken. In our last audit with the California Department of Health Care Services (DHCS), it was noted that CCHP is out of compliance with the contract by not having a viable FWA program. This program will fulfill DHCS contract requirements and can be used as a cost savings initiative for upcoding or fraudulent billing practices. Assistant Medical Director Goal: Hire an Assistant Medical Director to support the success of the 2019 clinical operations. Goal: Enhance clinical oversight for over 88 Clinicians throughout the plan. Goal: Provide leadership within one or more of the Health Services functional areas including, but not limited to: Utilization Management, Quality Improvement, Population Health, Pharmacy, and Care Management. In addition, provide clinical leadership regarding provider relations, member relations, and regulatory compliance. Goal: Medical Director is implementing a new regulatory program with DHCS’ All Plan Letter (APL) 18-018 that requires MCPs to establish a pre-screening Diabetes Prevention Program. The requirements of APL 18-018 Page 3: (1) the member achieves and/or maintains minimum weight loss of five percent from the first core session; and (2) the member meets the attendance. Goal: Delegation Oversight is an important goal for CCHP based on regulatory requirements in our contract with DHCS. The plan has been cited to improve this oversight function. Our current Memoranda of Understanding (MOUs) with Kaiser, Mental Health & Contra Costa Regional Medical Center (CCRMC) need to be redesigned to a stronger model. Our goal is to have regular Joint Operations Meetings and written Corrective Action Plans (CAPs) with the MOUs and include metrics to improve performance. Appeals and Grievance Disputes Goal: Improved turnaround time for member grievances and better provider responses. Improve the rate of overturned decisions and Independent Medical Reviews (IMR) that go to DHCS. Goal: Centralize the appeals, grievances and payment dispute functions. Currently there is major fragmentation of these duties and they are greatly siloed. Align the operations and ensure the right staff from Claims, Utilization Management and Quality are overseeing this function. Clinically this staff will report both to the Chief Operating Officer and Chief Medical Officer. Quality Goal: Quality staff will be the internal consultant for the Rapid Process Improvement Initiatives for Utilization Management and Analysis & Reporting Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 353 Goal: As a cost savings initiative, the Quality Department, working with Administration, will reduce the cost of the face-to-face interpreter services under the Language Line. Our three main objectives are to steer more calls to the telephone language line, implement the usage of video conferencing for the top providers with the highest volume, and use the face-to-face interpreter services based on medical need. Begin annual Healthcare Effectiveness Data and Information Set (HEDIS) data collection. Prepare for National Center of Quality Assurance (NCQA) renewal Accreditation survey. Prepare DHCS and Department of Managed Health Care (DMHC) audits. Develop Quality Program annual plans and goals; evaluate prior year’s performance. Complete and submit DMHC Timely Access Reports. Project Management Goal: Create a Project Management (PM) function to improve the infrastructure and build new programs as the Medi-Cal benefit changes or expands. An opportunity to streamline processes, reduce redundancy and ensure that all regulatory policies are implemented timely. Align the operations where the PM staff and mirror the operations of other successful Health Maintenance Organizations. Goal: Operating a Project Management Office will solidify CCHP’s operations and ensure we have metrics and a process upon which decisions are made whether programmatic, budgetary or workflow. We will be using the principles of “Lean, Sigma 6 and Agile” to rapidly improve processes (e.g. Rapid Process Improvement (RPI). Training Goal: Design a training program for CCHP members to include job proficiencies. There is a training deficiency for professional development across the CCHP enterprise. Currently there is no cohesive training program for the clinical staff and a lack of monitoring of required regulatory training and Health Services Department (HSD) training requirements. Goal: Develop a professionally trained staff who are knowledgeable of new clinical information and a structure that creates a culture of highly skilled and trained staff that can move CCHP to a new level of efficiency. Quality Unit Goal: CCHP Quality Unit will improve the rate of hypertension control in African American members with a performance improvement project following the DHCS mandated methodology and in collaboration with the Contra Costa Regional Medical Center and Public Health. Goal: CCHP Quality Unit will increase the rate of nephropathy screening or treatment for diabetics with a performance improvement project following the DHCS mandated methodology. Claims Goal: Automate spreadsheets for Transportation Invoices into CMS 1500 for accurate Encounter Data reporting. Goal: Post provider’s refunds inside of ccLink for reporting to DHCS and workflow efficiency. Goal: Implement a technological solution for reducing the volume of rejected encounters due to incorrect/missing National Provider Identifier (NPI) numbers to ensure that claims are paid timely to meet 95% criteria or higher. Goal: Continue to develop medical information reports for network providers that identify members that have not received annual appointments to ensure preventive care measures are taken by a visit to their physician. Goal: Discuss the aforementioned reports in quarterly meetings with the CPN providers. Health Services Health and Human Services 354 County of Contra Costa FY 2019-2020 Recommended Budget Analysis and Reporting Goal: Cost Savings Initiative: Reduce the dollars spent on sending out paper Readmittance Account Information. Goal: Cost Savings: In-source the All Patients Refined Diagnosis Related Groups (APR/DRG) from DocuStream. Care Management Goal: Automate the Non-Medical Transportation process and duplicate the Prior Authorization workflow for an intensive, tedious process to using the ccLink platform. Goal: Implement e-Fax for Skilled Nursing authorizations and re-evaluate the role of licensed nursing staff performing other support duties. Member Services Goal: Improve the workflow to reduce current member hold time from 7 minutes to 5 minutes by educating staff on Medi-Cal Benefits and inserting the Benefit Matrix into the Customer Relationship Management (CRM) Program. Goal: Reduce Member Appeals (for Gastric- Bypasses) by 20%, educating providers on clinical criteria and member education. Goal: Transform the paper Member Service Directory Handbook to download on a CD or post on member portal. Member Maintenance Unit Goal: Streamline – Reduce the amount of time Member Maintenance Unit (MMU) (and Authorization Unit) spend on the Newborn Face Sheet process – Authorization unit receives a fax (from outside hospitals) of newborn birth to a CCHP mother, copies and brings to MMU to process eligibility. Goal: Streamline – Implement Robocalls for CC Cares Program to reach out to all recipients who will be terming in 30 days to renew through their clinics. They currently receive a letter at 60 days. This will save staff time on phones and research/documentation time to enroll/term recipient. Pharmacy Goal: Seamlessly transition pharmacy claims processing services from DST to Abarca with minimal member impact. New claims processor will dramatically improve the clinical and operational potential of the CCHP pharmacy unit by upgrading the available reporting tools and the client-facing claims and Prior Authorization (PA) processing interface. Goal: Implement the 4th (and final) element of the CCHP opiate program, which will limit immediate-release opiates to a 7-day supply for all opiate naïve members. This element of the CCHP opiate program will potentially curb the number of members who are newly addicted to opiates, and thereby improve overall safety for CCHP members. Provider Relations Goal: Review and update desk level procedures (DLPs), putting them online to streamline communications. Goal: Cross-train staff in Enrollment, Credentialing and Contract Management areas. This will streamline workflows, increase productivity and efficiency and eliminate redundant processes. Utilization Management Goal: Expand the No Authorization List from 6,000 to approximately 12,000. The current state causes unnecessary Prior Authorization on services sometimes that cost only six dollars and the staff time spent with the Hospice and Palliative Accrual for Recertification (HPARs), Nurses and MD could be over $1,000 hourly for a six dollar procedure. CCHP’s No Authorization List is extremely conservative. Our goal to align with the other MCPs in California will save dollars, time and improve provider satisfaction. Our goal is for services under three hundred dollars to not require authorization. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 355 Goal: Prior Authorization – change the consultation formula and follow-up visits. Currently we allow one consultation and two follow-up visits. Changing the formula to one consult and six follow-up visits within one year will ease the administrative burden both for providers and Utilization Management (UM) team. This will increase access to care for members needing specialty services. Goal: Prior Authorization – we want to leverage technology to streamline an arduous workflow that has an impact on cost, provider abrasion and staff time. An Interactive Voice Recognition (IVR) Program can answer provider calls versus using staff to function as a provider call center answering basic question where their time needs to be spent researching and preparing Prior Authorization. Currently staff on average spend 30 hours answering basic questions. Programming an IVR to answer these questions allows staff to meet the regulatory requirement of Prior Authorization completed between 5 to 14 days. In addition, due to so much time on the phone answering basic questions, staff get behind meeting the 5-14 day turnaround for Prior Authorization which leads to massive overtime. Goal: CCHP’s Authorization Unit will continue to reduce referral turnaround time for the Community Network Providers (CPN) to less than fourteen days. Advice Nurses Goal: Review operational procedures and processes in preparation for the Utilization Review Accreditation Commission (URAC) accreditation. Continue to recruit top nurses to meet staff requirements for being a critical gateway communications channel for the County. Strategies include examining an alternative operating model and exploring telecommunication options to determine the advantages and oversight requirements for productivity. Behavioral Health Goal: CCHP’s low to moderate mental health benefit will include additional mentoring and assisting the behavioral health program to meet the Department of Health Care Services (DHCS) delegation requirements. Mental Health Goal: Improve timely access to care to network providers for outpatient mental health services, and reduce barriers to accessing care by continuing to monitor/strive for low abandoned call rates on Access Line, continuing outreach follow up calls to ensure connection to provider, and addressing barriers with providers. Goal: Participate in a County inter-departmental effort to submit applications to compete for statewide No Place Like Home funding to establish additional permanent supportive housing units for persons experiencing serious mental illness who are homeless or at risk for chronic homelessness, and unable to maintain themselves in the community. Goal: Develop a prototype data management information system that establishes interrelated domains and performance indicators that will assist in better informed decision-making, such as staffing and resource allocation, and oversight of the Behavioral Health Division. Goal: Conduct MHSA sponsored community forums throughout the county that focus upon key populations considered underserved, such as transition age youth and persons newly immigrated to their communities, develop priority mental health needs, and capture suggested strategies to meet those needs Goal: CANS: Identify and develop data management system to support gathering and analysis of data from county-wide administration of CANS assessments to support outcome tracking, program planning, and planning of levels of care. Goal: Contract monitoring: Evaluate current of contract monitoring, identify improvement needs, and develop comprehensive and standardized system of contract monitoring for Children’s Mental Health contracts. Goal: Continuum of Care (CCR) Implementation: Establish mental health Health Services Health and Human Services 356 County of Contra Costa FY 2019-2020 Recommended Budget contracts to provide mandated and needed services to foster youth, specifically contracts with Short Term Residential Therapeutic Programs (STRTP) and Therapeutic Foster Care (TFC). Provide assistance and guidance to CCR contract agencies in developing outpatient programming that meets the needs of Contra Costa foster youth. Goal: Improve data gathering in Children’s Evidence Based Practices (EBPs) to better track outcomes and evaluate efficacy of EBPs. Goal: System of Care: Implement AB 2083 foster youth trauma-informed system of care. Continue to develop and strengthen interdepartmental collaboration with Child Welfare, Probation, and the County Office of Education to provide a comprehensive system of care approach to serve children and youth impacted by trauma. Goal: Continue the implementation of Evidence Based Practices (EBPs) in the Adult System of Care, including CBSST, CBTp, CBT for Depression, and DBT; and initiate Multi-Family Groups, a new EBP. EBP Team Leaders will support staff in the use of EBPs, monitor monthly consultation with EBPs trainers, and supervise the use of outcome measures, the Independent Living Skills Survey (ILSS) and the Recovery Assessment Scale (RAS) and data collection. Goal: Implement the system wide use of outcome measures: 1) The Patient Health Questionnaire (PHQ9) and Generalized Anxiety Disorder (GAD7). A pilot completed at East County Adult in 2018 provided valuable learning that will inform the implementation of these measures in the Adult system of care at large. Planning is underway to initiate a system wide implementation. 2)Develop plans to implement the Adult Needs and Strengths Assessment (ANSA) to implement as a system wide outcome measures tool. Goal: Coordinating levels of care. An integrated behavioral health system supports consumers to navigate through higher and lower levels of care as their needs change over time. The Adult system will continue to convene “coordinating levels of care” (CLOC), a workgroup to identify and coordinate step down options for clients with improved outcomes including step down through our housing continuum as well as through treatment services. Goal: The Adult system will continue to improve coordination of care in three areas to support linkage to vital services in the community: 1) Clients discharging from CCRMC 4C/inpatient setting to community. Behavioral Health hosts a weekly multi- disciplinary “Bed Committee” to develop discharge plans to appropriate community resources for clients who have been hospitalized. A second “mini” Bed Committee meets later that same week to help support discharge plans for clients admitted after the large Bed Committee meeting. 2) Clients requiring long term psychiatric care have access to facilities providing this level of care. When treatment is successfully completed and clients are ready to return to the community, careful planning and coordination is needed to assure a smooth transition to the community. Adult system of care is updating its Institute for Mental Disease (IMD) policy and procedure and developing protocols to facilitate efficient step-down to the community upon completion of a program. 3)The Transition Team provides essential short-term intensive case management services to individuals needing extra support and linkages to multiple services. The goal for the Transition Team is to continue to coordinate and provide innovative care for clients making contact with many service entry points. Goal: Mobile Crisis Response Team will continue to provide crisis response to clients and families experiencing mental health crises. The goal: reduce 5150s and Psychiatric Emergency Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 357 Services visits, and support and link clients to services and resources in their communities. Alcohol and Other Drugs (AOD) Goal: Continue efforts intended to address the Opioid Epidemic through prevention strategies. Goal: Dedicate resources to the reduction of underage marijuana use, availability and access. Goal: Participate in the Cannabis Decoded Campaign. Goal: Expand SUD treatment including Medication Assisted Therapy (MAT) in the jails. Train staff on addiction medicine. Goal: Meet Network Adequacy (NACT) Requirements to achieve DMC-ODS plan certification. Goal: Support the increased volume of calls at the Access Line and assess staffing of counselor positions. Goal: Meet after hours, weekend and holiday requirements through Optum contract at the Behavioral Health Access Line for SUD calls. Goal: Operationalize case management services to ensure mobility of SUD clients across levels of care. Asses staffing need for substance abuse counselors. Goal: Complete Medi-Cal certification of 2 remaining Mental Health clinics in East County. Goal: Finalize contract with the Latino Commission. Goal: Establish adolescent treatment in Central County. Goal: Develop plan for implementation of Electronic Health Records in AOD services. Goal: Improve collaboration with SUD providers. Goal: Revise outpatient rates for Drug Medi-Cal services through the State Department of Health Care Services. Goal: Develop a system to monitor client success of recovery residences and operations. Goal: Increase referrals from PES to SUD treatment. Co-locate 1FTE substance abuse counselor at PES. Goal: Implement pilot to reduce deficiency of interim services for perinatal and parenting women, reallocate 1FTE substance abuse counselor. Goal: Implement pilot of parent support. Health Housing and Homeless Programs Housing and Services Goal: Site a Coordinated Assessment Resource (CARE) center in East Contra Costa County to increase homeless services in that geographic area. Goal: Develop emergency housing and service activities identified and funded by one-time funding authorized by the State legislation SB840, SB850, and SB2. Goal: Develop Rapid Resolution services that redirect persons experiencing a housing crisis to other housing that may fit their needs thereby avoiding entry into the homeless system of care. Goal: Implement a system-wide inventory and assignment of available shelter for individuals and families experiencing homelessness. Data/Evaluation Goal: Develop and publish data dashboards on homelessness in Contra Costa using integrated data from the Homeless Management Information System (HMIS). Health Services Health and Human Services 358 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Develop and deploy a Point in Time Count mobile application to allow for survey data to be more efficiently collected and entered into the Homeless Management Information System. Goal: Research, select, and implement a street outreach dispatch and GIS mapping software application for the CORE outreach program. Policy/Planning/Systems Development Goal: Develop homeless multi-disciplinary teams and implement cross-sector case conferencing to ensure continuity of care that leads to proper assessment, placement in housing and delivery of the appropriate level of support services. Goal: Conduct an annual homeless Point in Time count (homeless census) to enumerate the number of men, women, and children living outside in encampments, shelters and other temporary housing and institutions. Public Health Family, Maternal & Child Health Programs Goal: Implement newly funded programs; Expand Nurse-Family Partnership home visiting services through CalWorks Home Visiting Initiative. Goal: Establish Perinatal Health Equity Initiative in Contra Costa in collaboration with California Department of Public Health Maternal, Child and Adolescent Health (MCAH) Branch. Clinic Services Goal: Maintain enrollment in the Community Connect program at 14,400 Medi-Cal beneficiaries. Goal: Expand mobile dental services in Central and East County as new dental vans are equipped and staffed. California Children’s Services Goal: Develop and implement monthly opportunities for clients/families to meet face-to- face with staff for a “Welcome to CCS” new client orientation and/or “Transition 101” presentation for young adults aging out of CCS. Public Administrator Goal: In an effort to reduce inappropriate or incomplete referrals, provide at least 3 trainings at hospitals, nursing homes and/or mortuaries educating individuals on when the Public Administrator should be notified and how to submit a complete referral. Goal: Implement a web-based case management system that will allow the Office of the Public Administrator to manage cases more efficiently. Goal: Actively participate in events that foster communication between and collaboration with other California public administrator offices. Environmental Health Goal: Protect the waterways and groundwater of the County while incorporating new technology and new state requirements. Submit a revised Local Agency Management Plan to the Regional Water Quality Control Boards. Take to the Board of Supervisors for their approval, a revision to the regulations and if feasible the ordinance that allows for as yet to be discovered alternative technology for onsite waste water treatment systems. Goal: Ensure that solid and medical waste is properly treated and disposed. Ensure that recycling activities are conducted in a safe and legal manner. Implement a permitting program for closed and abandoned landfills, recycling centers, and facilities operating under Enforcement Notification procedures as defined by the state oversight agency. Continue to help facilitate the clean-up and removal of illegally dumped waste tires countywide. Continue to actively participate in the County’s Illegal Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 359 Dumping Task Force. Amend the County Ordinance Code to increase the penalty for non- franchise solid waste haulers operating without a permit. Oversee the sharing with the community of the consultant’s recommendations for next steps investigating the low-level radioactive material that might be deposited in the Keller Canyon Landfill. And facilitate next steps based on the Board of Supervisors’ decision regarding the recommendations. Permit at least one non- franchise solid waste hauler. Goal: Improve food safety. Provide consistent and user-friendly information about retail food establishment inspection results. Efficiently process, with primary concern for public safety, new plans for food facilities. Field standardized new food team staff and non-food team staff to have consistency across districts. Inspect all food facilities one to three times per year based on risk. Initiate placarding of food trucks that have some preparation. Working with other divisions and the solid waste program, play a coordinating role in expanding the opportunities for food donation in the County. Promote food donation to the permitted food facilities. Goal: Outreach - Improve Environmental Health enforcement outcomes and promote EH services via an effective and comprehensive outreach effort. Carry out all annual activities as defined in the EH Outreach Plan, carry out all one-time activities as defined in the calendar year outreach plan, track outreach efforts using program management software, review content on website annually to ensure the most up to date material and valid links are available. Goal: Collaboration - Improve programs locally via active participation and leadership of environmental health collaborations in venues including the California Conference of Directors of Environmental Health regional and policy committees and associated technical advisory committees, roundtables, and workshops bringing local jurisdictions together to create cross collaboration. Goal: Ensure health and safety for users of recreational bodies of water such as public beaches, pools, spray grounds and water features. Efficiently process, with primary concern for public safety, new plans for public pools. Monitor and inform communities of harmful algal blooms. Post public health advisories including domoic acid in shellfish and mercury in delta fish. Goal: Increase knowledge of small water system owners/operators about critical issues of regulatory oversight, and availability of technical and monetary assistance from the state. Increase the number of small water system owners who can provide system information directly to the state through a web interface. Goal: Ensure safety for customers of tattoo and body artists. Inspect fixed facilities at a minimum once a year, and if necessary, inspect any temporary events with tattoo and body artists. Actively pursue and bring into compliance any illegally operating body art facilities and artists. Review blood borne pathogen training applications in a timely fashion. Efficiently process, with primary concern for public safety, new and remodel plans for body art facilities. Goal: Increase efficiency of office processes. Continue process of scanning historic documents in land use, and begin solid waste and small water system files. Take stock of remaining processes that involve paper and create and implement paperless mechanisms. Incorporate tablet inspections for body art. Conduct efficiency studies of work practices especially related to customer service and EH interface with the Finance Division. Goal: Optimize the organizational structure of the division. Complete several personnel actions and job classification expansions to meet the current and future program management, field and office staffing, and supervision needs. Goal: Be prepared to provide excellent EH emergency response, provide two trainings for emergency and on-call response, evaluate responsiveness of on-call inspectors, actively participate in County and departmental emergency preparedness teams and training, and actively participate in at least one disaster drill. Continue work on updating the Division’s Emergency Response Binder. Relocate the Branch Operations Center to the first floor of 2120 Diamond Blvd., Concord. Health Services Health and Human Services 360 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Monitor the kiosks, receive and review the annual reporting, and report to the Board the success of the Safe Drug Disposal Takeback Ordinance. Goal: Implement the health ordinance for cannabis. Permit and inspect retail dispensaries and edible manufacturing. Process permit applications for other allowed cannabis activities. Hazardous Materials Goal: Perform 139 Aboveground Petroleum Storage Act Program inspections. Goal: Incident Response Program: Respond to all incidents within one hour and ensure that all incidents are mitigated safely and effectively without injuries. Goal: Perform 1,300 Hazardous Materials Business Plan Program inspections. Goal: Perform 900 Hazardous Waste Generator Program inspections. Goal: Complete 11 California Accidental Release Prevention Program audits. Goal: Perform 378 Underground Storage Program Inspections. Goal: Incident Response Program: To have a well-trained staff to respond to incidents safely and timely. To work with other Hazardous Materials Response Teams. The team will participate in Urban Shield if this exercise occurs in 2019-20. Ongoing review of incidents to develop the safest way to respond to incidents. Participate in Continuing Challenge. Detention Facilities Programs Goal: Continue to redesign and align Detention Health Services to provide community-level standard of care for patients based on changes developed and tested in Detention. Goal: Optimize ccLink functionality for the detention environment. Improve network/wi-fi access to allow for barcode with rover devices for medication management in Detention. Goal: To be able to provide workstation on wheels or portable laptops to the Detention staff with wi-fi access to be able to review a patient’s record in real time in order to provide timely access to care. This will be especially useful in a CODE situation or during triage/sick call visits. Goal: Develop and implement an infection control program and an expanded quality and safety program tailored for Detention Health and a robust policy and procedure management. Goal: Develop ongoing mechanism for patient/family feedback about care experience. Goal: Coordination of care with the transition care clinics for reentry of patients to the community. Detention Mental Health will work with Behavioral Health for access to schedule appointments for patients returning to the community. Goal: Continue to work towards full implementation of Court Ordered Medications in Detention. Goal: Currently piloting Choosing Change Behaviorist to support Medication Assisted Therapy (MAT) for opiate withdrawal in Detention. Goal is to have all providers certified to be able to prescribe for MAT and to increase training for Detention nursing/mental health staff for the success of this program. Goal: Continue to increase awareness of the Adverse Event Reporting System to ensure a culture of patient safety and also for Speak up for Safety. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 361 Conservatorship Goal: The Public Guardian shall initiate an investigation within two business days of receiving a Probate referral. Goal: The Public Guardian will try to visit conserved individuals monthly, consistent with the Judicial Counsel best practices recommendation. Goal: Public Guardian staff shall maintain requisite training certification. EMS Goal: Evaluate Fire District 224 claims and conduct RFP process for the San Ramon Valley exclusive emergency ambulance operating area as needed. Goal: Implement new regulations for EMS for Children Systems of Care, STEMI and Stroke. Goal: Continue to implement stakeholder information systems to promote EMS operational, clinical performance and utilization data reporting to support EMS System improvement initiatives in partnership with stakeholders. Goal: Recommend five-year extension and approval of Alliance ambulance service agreement. Goal: Develop and implement Professional Standards Operating Procedures in partnership with County Counsel. Goal: Streamline and refine technology platform to support efficient certification and accreditation of EMT’s and Paramedics. Goal: Establish on-line EMT orientation training program to support on-boarding of new EMTs and paramedics in the county. Goal: Approve and accredit the Contra Costa Community College Paramedic program. Goal: Present and implement a new county ambulance ordinance. Goal: Partner with Contra Costa Health Services Divisions on data initiatives to improve access to care for the homeless and those experiencing substance abuse. Goal: Support and sustain medical reserve corps operations. Goal: Continue to partner with national quality data systems for cardiac arrest, heart attack, and stroke. Goal: Support and work with stakeholders to improve funding for emergency medical services and disaster response and operations. Health Services Health and Human Services 362 County of Contra Costa FY 2019-2020 Recommended Budget Veterans Service Nathan Johnson, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 363 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,029,353 1,129,826 1,194,748 1,194,748 0 Services And Supplies 237,035 289,365 309,400 309,400 0 Expenditure Transfers 6,027 8,852 8,852 8,852 0 Expense Total 1,272,415 1,428,043 1,513,000 1,513,000 0 Revenue Other Local Revenue 103,125 105,000 125,000 125,000 0 State Assistance 197,532 188,043 188,000 188,000 0 Revenue Total 300,657 293,043 313,000 313,000 0 Net County Cost (NCC): 971,758 1,135,000 1,200,000 1,200,000 0 Allocated Positions (FTE) 9.5 9.5 9.5 9.5 0.0 Financial Indicators Salaries as % of Total Exp 81% 79% 79% 79% % Change in Total Exp 12% 6% 0% % Change in Total Rev (3%) 7% 0% % Change in NCC 17% 6% 0% Compensation Information Permanent Salaries 639,037 665,240 730,254 730,254 0 Temporary Salaries 3,804 56,500 46,500 46,500 0 Deferred Comp 13,950 13,590 14,605 14,605 0 FICA/Medicare 49,192 50,891 55,726 55,726 0 Ret Exp-Pre 97 Retirees 2,053 2,367 2,367 2,367 0 Retirement Expense 199,805 206,056 216,466 216,466 0 Employee Group Insurance 75,725 91,871 80,709 80,709 0 Retiree Health Insurance 30,258 30,804 30,420 30,420 0 OPEB Pre-Pay 7,718 7,718 13,088 13,088 0 Unemployment Insurance 1,449 333 606 606 0 Workers Comp Insurance 6,364 4,457 4,007 4,007 0 Department Description The Veterans Service Department provides assistance to those who served in the Armed Forces of America, their dependents and survivors in obtaining Veterans benefits and services from the U.S. Department of Veterans Affairs (VA), Department of Defense (DOD), California Department of Veterans Affairs (CDVA), as well as other state and local programs for Veterans and their families. Veterans Service Health and Human Services 364 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities There are three components to Veterans Service. 1. Program Assistance: Provide information, referral and assistance to Veterans and their families in obtaining disability compensation and pension benefits, medical benefits, education and vocational rehabilitation benefits, home loans, life insurance and burial benefits, and California Department of Motor Vehicles Veterans designations. Services include comprehensive benefit counseling, claim preparation, case management, advocacy, initiation and development of appeals, and networking with federal, state and local agencies. Outreach includes a monthly live television program on Contra Costa Television (CCTV), annual standdowns, and ongoing participation at Veterans Service Organization monthly meetings. 2. Welfare Referral: Review Veteran welfare applications referred by the Employment and Human Services Department for evaluation of receipt and assistance in applying for Veterans benefits. 3. Medi-Cal Cost Avoidance: Review Veteran Medi-Cal applications to determine those who may be eligible for Veterans benefits, including health care. Veterans Service Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,394,640 Financing: 313,000 Net County Cost: 1,081,640 Funding Sources: State 13.5% $188,000 Misc. Current Svc 9.0% 125,000 General Fund 77.5% 1,081,640 FTE: 9.5 Veterans Memorial Buildings (Building Lifecycle Expenses) Description: To provide and maintain County owned Veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. The Veterans Service Department does not operate these memorial hall buildings; however, general funds are allocated within the Department’s budget. These funds are transferred to the Facilities Lifecycle Improvement Program, which includes a Countywide strategic plan to address deferred facilities maintenance and capital renewal projects. Veterans Memorial Building Lifecycle Costs Service: Discretionary Level of Service: Discretionary Expenditures: $118,360 Financing: 0 Net County Cost: 118,360 Funding Sources: General Fund 100.0% $118,360 CAO’s Recommendation The Department’s Baseline Budget fully funds on-going services for FY 2019-20. Total expenditures have increased by approximately $85,000 and are primarily due to negotiated salary and benefit cost increases. Revenues are anticipated to increase by $20,000 and will support the continued production of “Veterans’ Voices”, a televised outreach program for Veterans. The additional funding comes from grant funds made available by Proposition 63 (Mental Health Services Act). The County Administrator is recommending no reduction to the Veterans Service Department Baseline Budget, which will allow the department to maintain services in FY 2019-20. Veterans Service Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 365 Performance Measurements During fiscal year 2017-18, the Veterans Service Department processed $7,634,781 in retroactive and lump sum monetary benefits for Veterans. New recurrent benefits totaled $1,017,571. These figures show an increase in new recurrent benefits as compared to fiscal year 2016-17. Utilization of VA’s DD360 and SEP processing systems has decreased processing time and increased monetary benefit numbers. College Tuition Fee Waivers remain a static benefit that is afforded to dependents of Veterans with a service connected disability rating. In fiscal year 2017-18 the office processed 570 tuition fee waivers. These applications represented $2,687,652 in additional benefits to Veteran dependents. Staff conducted 8,872 interviews, 68 field visits and participated in 31 outreach events, which resulted in 2,738 claims being filed. Interviews conducted represent a 13.5% increase over last year’s reported data. The department continues to maintain a two day per week presence in San Pablo and Brentwood. A half-day presence per week in the Tri-Valley area continues to successfully aid a strong senior Veteran population. Department staff continue to attend 10 Veterans Treatment Courts per year and provide information and referral sources for Veterans who are participating in the treatment court. As a result of AB935 (Driver’s Licenses: Veteran Designation), Veterans Service staff completed 1201 DMV Veterans Status Verification Forms in the FY 2017-18. These verifications resulted in an additional 371 claims being filed and 106 awards for VA benefits. With the implementation of the digital-to-digital (DD360) process, we have realized a cost reduction of approximately $35,500 in services and supplies for fiscal year 2017-18. Claims are being received by the VA the same day compared to an average of five days in prior fiscal years. For the 6th year, Veterans Service Department received a perfect score from the California Department of Veterans Affairs audit thereby preserving subvention funding. Administrative and Program Goals Increase delivery of our service to a growing number of Veterans and an increasing level of complexity regarding physical and mental disabilities, including: 1.Support the aging Veteran population, which deals with profound geriatric issues such as dementia, Alzheimer’s and post stroke recovery, chronic diseases affecting the Vietnam Veteran population, as well as the need for skilled nursing and long term care. 2. Continue to improve upon our participation and support of the Veterans Treatment Court and Mentor programs. The goal of these programs is to enable Veterans to receive proper treatment to include behavioral health rather than incarceration. The mentor program helps Veterans re- integrate into society through non-clinical peer-to-peer interaction. 3.Implement guidelines established in fiscal year 2017-18 for outreach and field interviews to seniors, housebound Veterans and those Veterans who are participating in VA rehabilitation programs and community living centers 4. Continue to support ongoing clients with recurring needs that include, updating disability evaluations, filing of new disability and death claims based upon presumptive disabilities, and service related deaths respectively. 5. Continue to refine our strategic plan and Veteran Service Representative, Executive Secretary and clerical work manuals to ensure that our office staff has the most current resources available to them. The manuals include guidelines for system usage, claims tracking, monitoring outreach and report utilization. 6. Improve upon clear and concise procedures as they relate to the digital device-to-device claim submittal, case management, and awards receiving system through California Department of Veterans Affairs and the federal government’s web-based system VetPro. Veterans Service Health and Human Services 366 County of Contra Costa FY 2019-2020 Recommended Budget Law & Justice Law & JusticeCounty of Contra Costa Functional Group Summary Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 367 Table Description This table presents information in aggregate format summarizing General Fund expenditures, revenues, and net County costs for the Law and Justice Functional Group. Included is data for the following departments: Animal Services, Conflict Defense, District Attorney, Justice Systems Development/ Planning, Probation, Public Defender, Public Safety Realignment, Sheriff-Coroner, and Superior Court Related Functions. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 330,002,532 349,785,083 362,238,463 358,972,354 (3,266,109) Services And Supplies 51,798,427 63,499,168 50,023,130 50,102,923 79,793 Other Charges 20,762,666 25,348,486 21,755,328 21,755,328 0 Fixed Assets 1,696,618 3,415,226 3,244,976 3,244,976 0 Expenditure Transfers 2,594,304 2,641,854 3,130,682 3,130,682 0 Expense Total 406,854,548 444,689,817 440,392,579 437,206,263 (3,186,316) Revenue Other Local Revenue 104,424,311 115,609,273 112,826,449 113,403,830 577,381 Federal Assistance 9,648,265 8,689,026 3,804,791 3,804,791 0 State Assistance 101,233,941 102,698,467 106,374,642 106,374,642 0 Revenue Total 215,306,517 226,996,766 223,005,882 223,583,263 577,381 Net County Cost (NCC): 191,548,030 217,693,051 217,386,697 213,623,000 (3,763,697) Allocated Positions (FTE) 1,819.8 1,843.6 1,843.6 1,823.6 (20.0) Financial Indicators Salaries as % of Total Exp 81% 79% 82% 82% % Change in Total Exp 9% (1%) (1%) % Change in Total Rev 5% (2%) 0% % Change in NCC 14% (0%) (2%) Compensation Information Permanent Salaries 154,710,298 171,956,366 184,083,428 182,627,121 (1,456,307) Temporary Salaries 6,843,737 4,717,515 3,946,886 3,946,886 0 Permanent Overtime 19,825,013 12,536,608 11,416,523 11,416,523 0 Deferred Comp 661,445 924,677 1,069,636 1,014,616 (55,020) Comp & SDI Recoveries (890,939) (515,549) (515,549) (515,549) 0 FICA/Medicare 6,744,235 6,661,087 7,104,290 7,074,895 (29,395) Ret Exp-Pre 97 Retirees 972,703 1,032,197 1,034,793 1,034,793 0 Retirement Expense 94,209,566 103,675,941 104,575,382 103,411,731 (1,163,651) Excess Retirement 155,013 170,705 170,705 170,705 0 Employee Group Insurance 20,437,822 23,584,779 25,063,165 24,598,967 (464,198) Retiree Health Insurance 13,121,830 13,392,375 13,231,802 13,231,802 0 OPEB Pre-Pay 4,920,566 4,920,566 5,726,937 5,726,937 0 Unemployment Insurance 397,881 113,513 76,471 78,000 1,529 Workers Comp Insurance 7,774,661 6,492,397 5,132,089 5,033,022 (99,067) Labor Received/Provided 118,701 121,905 121,905 121,905 0 Functional Group Summary Law and Justice 368 County of Contra Costa FY 2019-2020 Recommended Budget FY 2019-20 Recommended General Fund Expenditures General Government, $300,364,820 , 17% Law & Justice, $437,206,263 , 26% Health & Human Services, $967,526,894 , 57% FY 2018-19 Recommended General Fund Expenditures General Government, $294,493,029 , 18% Law & Justice, $431,146,766 , 27% Health & Human Services, $885,606,368 , 55% Animal Services Beth Ward, Director Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 369 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 7,856,106 9,069,843 8,872,479 8,872,479 0 Services And Supplies 3,800,716 3,272,718 2,973,760 2,973,760 0 Other Charges 9,626 12,000 57,979 57,979 0 Expenditure Transfers 469,494 574,046 435,782 435,782 0 Expense Total 12,135,942 12,928,607 12,340,000 12,340,000 0 Revenue Other Local Revenue 7,344,785 7,720,607 7,840,000 7,840,000 0 Revenue Total 7,344,785 7,720,607 7,840,000 7,840,000 0 Net County Cost (NCC): 4,791,157 5,208,000 4,500,000 4,500,000 0 Allocated Positions (FTE) 89.0 77.0 77.0 77.0 0.0 Financial Indicators Salaries as % of Total Exp 65% 70% 72% 72% % Change in Total Exp 7% (5%) 0% % Change in Total Rev 5% 2% 0% % Change in NCC 9% (14%) 0% Compensation Information Permanent Salaries 4,183,713 4,782,791 4,987,121 4,987,121 0 Temporary Salaries 269,253 71,272 99,689 99,689 0 Permanent Overtime 111,844 50,000 70,000 70,000 0 Deferred Comp 37,895 56,280 58,980 58,980 0 Comp & SDI Recoveries (37,604) (4,549) (4,549) (4,549) 0 FICA/Medicare 335,293 365,092 382,549 382,549 0 Ret Exp-Pre 97 Retirees 12,747 17,733 17,733 17,733 0 Retirement Expense 1,236,457 1,442,289 1,446,377 1,446,377 0 Employee Group Insurance 659,434 945,542 893,877 893,877 0 Retiree Health Insurance 394,318 415,966 415,966 415,966 0 OPEB Pre-Pay 203,727 203,727 171,984 171,984 0 Unemployment Insurance 10,112 2,402 2,517 2,517 0 Workers Comp Insurance 438,916 721,298 330,236 330,236 0 Department Description The preceding table presents information in aggregate format summarizing expenditures, revenues, and net County costs for four General Fund budget units administered by the Animal Services Department. Included are data for the following cost centers: 3333 – Animal Services Field Services 3334 – Animal Services Center Operations 3338 – Animal Services Administration 3344 – Animal Services Community Services Animal Services Law and Justice 370 County of Contra Costa FY 2019-2020 Recommended Budget In FY 2018-19, the Animal Services Department restructured both its cost center structure and department divisions to better access and manage expenditures, revenues and net County cost. Major Department Responsibilities The Contra Costa County Animal Services Department is committed to protecting the health, safety and well-being of all people and animals in our community through enforcement of state and local laws, providing compassionate care for every animal regardless of its temperament or condition, and reducing the number of animals that enter the County’s shelters. The department will prioritize lifesaving as its guiding principal. It will shelter homeless, abandoned and lost animals, work to keep and place animals in safe, caring homes, and provide education and services to enhance the lives of people, their animal companions, and to strengthen the human-animal bond. Field Services Description: Enforce state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County to address emergency service calls through the 911-dispatch function, as well as provide non-emergency service calls, and provide daily animal services to 18 contract cities, including unincorporated areas of the County, as listed: Assist police or fire and public citizen emergencies to handle animal-related concerns. Assist on search warrants to subdue animals safely. Enforce and educate the public on state laws and County ordinances regarding animal welfare. Investigate allegations of inhumane treatment towards animals. These investigations may result in criminal charges, but often, result in owner education and veterinary care. Investigate animal bites and state mandated quarantine of the biting animal. Investigate potentially dangerous or dangerous animal incidents. Rescue trapped or injured animals. Impound strays from the field. These include sick and injured animals that require emergency care. Respond to calls to contain loose livestock and transport them to a safe enclosure. Remove dead animals. This is a non- mandated service and one of the most widely asked for among the jurisdictions. Dead animals (domestic and wild) are picked up from public roadways and private property. Field Services Service: Mandatory Level of Service: Discretionary Expenditure: $4,464,574 Financing: 2,957,500 Net County Cost: 1,507,074 Funding Sources: City Contract 61.7% $2,757,500 Other Revenue 4.5% 200,000 General Fund 33.8% 1,507,074 FTE: 26.0 Center Operations Description: Provide compassionate, temporary husbandry and veterinary care to homeless, abandoned, and lost animals during their stay at the Martinez and Pinole shelters. Strive to enhance the lives of these pets while they await placement into caring homes. Animal Services Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 371 1. Shelter Services Description: Provide appropriate, compassionate care for the community’s animals by meeting the standards outlined in the American Society for the Prevention and Cruelty of Animals’ (ASPCA) Five Freedoms for the duration of their stay. Sanitize and disinfect, as appropriate, for a shelter environment to control disease and provide a healthy living environment. Provide enrichment, as appropriate, based on each species’ needs. Conduct intake processing for the health and safety of the animal and the rest of the shelter population. Maintain a rabies control program. Humanely euthanize animals by injection. Provide owner requested euthanasia, as appropriate or alternative resources. Provide transportation or transfer of animals from one facility to another. 2. Medical Services Description: Provide medical, surgical, emergency, and post-surgical care to animals during their stay, within the reasonable bounds of financial and resource limitations of a municipal, open admission shelter. Facilitate inter/intrastate transfers for placement. Offer low-cost vaccination clinics, including at cost rabies vaccines. Provide emergency/urgent care to stray, abandoned, or lost animals from the community. Provide foster services as appropriate until the resident animal can be re-homed. Provide post adoption medical consultation, upon request. 3. Spay/Neuter Clinic Description: Provide targeted low-cost pet spay/neuter services to Contra Costa County residents, as well as fulfill the mandate to have all adopted animals spayed and neutered prior to adoption. Center Operations Service: Mandatory Level of Service: Mandatory Expenditures: $4,006,478 Financing: 1,984,500 Net County Cost: 2,021,978 Funding Sources: City Contract 42.6% $1,709,500 Misc Humane Svcs 5.0% 200,000 Spay Clinic Fees 1.9% 75,000 General Fund 50.5% 2,021,978 FTE: 28.0 Administration Services Description: Provide the support required for the ongoing operations of the department. This includes human resource functions, fiscal management, data management, contract management, and general business operations including providing customer services for members of the public. 1. Personnel Description: Manage and maintain personnel files and compliance with County policies to ensure the department utilizes best practices for equal opportunity employment and other personnel actions. 2. Finance Description: Provide general management of the department’s financial information and accounts by creating and maintaining internal controls. 3. Customer Services Description: Manage and maintain licensing program for dogs. Licensing is a registration process to assist in the identification of lost animals and is a locally mandated program to support the registration of rabies vaccinations and rabies control throughout the County. The Animal Services Law and Justice 372 County of Contra Costa FY 2019-2020 Recommended Budget department uses a computerized system to identify owners who have vaccinated their dogs and cats against rabies but who have not obtained a license. To streamline the process, the department recently began utilizing a scanning software to upload rabies certificates from veterinary offices. This area also provides customer service to members of the public through the department’s phone system, online or in-person at each of the Animal Service shelters. Administration Services Service: Mandatory Level of Service: Discretionary Expenditures: $3,326,568 Financing: 2,648,000 Net County Cost: 678,568 Funding Sources: City Contract 31.5% $1,048,000 License/Permits 48.1% 1,600,000 General Fund 20.4% 678,568 FTE: 20.0 Community Services Description: Provide public information, media relations, and community education. The team also provides department, specific program, individual animal marketing support, and manages the admissions and adoptions program. The Community Services Division is also responsible for recruiting, training and managing the department’s volunteers through its volunteer program. 1. Volunteer Program Description: Provide volunteer recruitment, animal/owner reunification, and animal enrichment, along with supporting other department divisions with volunteer services, as requested. 2. Admissions and Adoptions Description: Manage the department’s adoption and transfer programs to ensure positive outcomes for the animals in its care. The Admissions and Adoptions Division also oversees the department’s Pet Retention Program, which is focused on keeping pets in their loving homes. 3. Community Education Description: Provide public information and humane education on animal welfare and services. The Community Education Division develops educational content, leads public presentations, and oversees the dissemination of departmental information. 4. Marketing Description: Markets and promotes the department’s services. The Marketing Division also manages the department’s online and external presence through written materials. Community Services Service: Mandatory Level of Service: Discretionary Expenditures: $542,380 Financing: 250,000 Net County Cost: 292,380 Funding Sources: Charges for Svcs 41.5% 225,000 Miscellaneous 4.6% 25,000 General Fund 53.9% $292,380 FTE: 3.0 Miscellaneous Program (Non-General Fund) Animal Benefit Fund Description: In 1988, the Animal Services Department created the Animal Benefit Fund. The purpose of the Animal Benefit Fund was originally to allow the department to receive donations from individuals, animal welfare organizations and businesses, to support animal health and welfare projects that are not funded by departmental or general County revenue. Animal Services Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 373 Since the creation of the Animal Benefit Fund, monetary contributions and donations for services and supplies for animal welfare have provided for unfunded needs of the impounded animals. These donations have come in the form of grants and donors, along with over-the- counter donations. Animal Benefit Fund Summary Service: Discretionary Level of Service: Discretionary Expenditures: $455,000 Financing: 100,000 Net Fund Cost: 355,000 Funding Sources: Non-restricted Donations 21.9% $100,000 Fund Balance 78.1% 355,000 CAO’s Recommendation The Recommended Budget funds Baseline expenditures for FY 2019-20. Additionally, an appropriation of $455,000 from the Animal Benefit Fund will continue to support animal welfare programs, including a dog walking program. Historically, the department has absorbed projected increases to operating expenses by relying on significant increases to the allocation of general purpose revenue, slight increases from contract city and other revenue, salary savings from holding positions vacant, and support from the Animal Benefit Fund and the department’s community partners. Over the last five years, the Animal Services Department’s allocation of general purpose revenue grew by over 45%. This growth has been supplemented by allocations of one-time appropriations. However, these increases cannot be maintained. The department anticipates an additional $310,393 in city contract revenue in FY 2019-20. City contract revenues are determined on a per capita basis. A slight increase in the County’s population, as determined by the California State Department of Finance, in concert with a fee increase of $0.17 per capita will provide an increase in city contract revenue. This alone will not be sufficient to offset the department’s operating expenses. Prior to the current budget year, instead of eliminating unfunded positions in the budget, the department projected unrealistic revenues to balance. Therefore, for several years salaries and benefits, staffing levels, and revenues were overstated. The department carried at least 11 vacant positions from year to year since 2013. This practice led to an inaccurate view of the department’s service delivery costs and as a result, has negatively impacted its ability to sustain current operations while the County’s population and service demands continue to grow. As part of the development of the recommendation for the FY 2018-19 budget, staff performed a detailed review of the department’s prior year budgets and rebuilt the operating budget to a level that supports mandated service requirements. The FY 2019- 20 recommendations continue this practice. The department’s priority is to continue to readjust its business model to ensure it maintains required service delivery levels while supporting its mission of protecting the health, safety and well-being of all people and animals in the community. Performance Measurement Goal: Enhance department’s employee training by utilizing the County’s Target Solutions (TS) training system. The TS training system provides federal and state mandated training requirements and can also be utilized to increase both department staff knowledge and skills around animal welfare best practices and professional development opportunities for staff. Measurement: The Department strengthened its Safety and Training program in 2018 by assigning a dedicated position to establish and manage the Department’s Illness, Injury and Prevention Plan, along with its Emergency Action Plan. The first step in establishing the Safety and Training program was for the department to expand its use of the County’s Animal Services Law and Justice 374 County of Contra Costa FY 2019-2020 Recommended Budget Target Solution (TS) training system. TS hosts all department trainings and is also utilized as an onboarding tool for new employee orientations and also provides continuous education for all department staff and volunteers. Goal: Improve Field Service targeted response times and call dispositions. The department will review and update its Field Services call prioritization process. Measurement: The department’s Call Prioritization Plan has developed a strong performance matrix model to measure prioritization of calls for service. The Prioritization Plan rates calls based on immediate response calls and non-urgent follow up calls. Goal: Network with community partners to provide options for low-cost animal welfare services for County residents. The County lacks spay and neuter service options, in addition to low-cost veterinarian and other animal care services for County residents. The department will prioritize its efforts in collaborating with veterinarians, behaviorists, feral cat colonies and others to identify low-cost options. Measurement: The department has continued to collaborate with local community organizations like the Tony La Russa Animal Rescue Foundation, Fix Our Ferals and Paw Fund, along with many other animal welfare organizations to promote and provide low-cost spay/neuter and veterinary services to County residents. The Department will continue to support these partnerships and expand on effort to increase access to low-cost medical services with local veterinarians. Goal: Promote animal adoptions and transfers to increase live releases. The department plans to continue to promote pet adoption events through social media and other marketing platforms. These marketing efforts will assist the department to promote transfers to local rescues to save animals who need additional support and services. Measurement: The department effectively increased its live release rate from 87.8% in 2017 to 88.2% in 2018. The increase in live release rate is supported by the department’s adoption and transfer programs, which account for 62% of all live outcomes. Administrative and Program Goals Goal: Improve department customer services by measuring public interactions through an online satisfaction survey. Goal: Provide targeted programs to Contra Costa communities where over populations of pit bulls and Chihuahua mixes exist. Goal: Establish guidelines (pet evaluation matrix) for tracking animals from intake to outcome. Goal: Improve efficiencies in dispatching officers. Goal: Increase Communication and Humane Education efforts to the Contra Costa public by providing translated education material to County residents on department pet owner and animal welfare information. Conflict Defense Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 375 Conflict Defense General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 0 1,271 0 0 0 Services And Supplies 4,756,291 5,005,729 6,000,000 6,000,000 0 Expense Total 4,756,291 5,007,000 6,000,000 6,000,000 0 Net County Cost (NCC): 4,756,291 5,007,000 6,000,000 6,000,000 0 Financial Indicators Salaries as % of Total Exp 0% 0% 0% 0% % Change in Total Exp 5% 20% 0% % Change in Total Rev % Change in NCC 5% 20% 0% Compensation Information Temporary Salaries 0 1,271 0 0 0 Description: Provides Court-ordered legal representation of accused indigents where the Public Defender or Alternate Defender has a legal conflict of interest or is otherwise unavailable or is relieved for other reasons. Reasons the Public or Alternate Defender may be relieved include: motions of defendants for reasons other than “Conflict of Interest” (e.g., Marsden); representation of a witness; acting as a standby, advisory or co-counsel in a criminal case. Conflict Defense Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,000,000 Financing: 0 Net County Cost: 6,000,000 Funding Sources: General Fund 100.0% $6,000,000 CAO’s Recommendation The County currently, and has for many years, contracted with the Contra Costa County Bar Association to provide conflict legal defense services through a network of independent attorneys to defendants who are unable to be represented by the County Public Defender. Costs have been trending upward due to an increase in the number of cases that the Public Defender has been referring to the Bar Association. In FY 2018-19, that upward trend has slowed following the Public Defender’s decision to no longer refer certain felony case clients to the Bar Association for representation. The Recommended Budget provides sufficient appropriations for the continuation of conflict legal defense services in FY 2019-20. The level of service for this program is mandated pursuant to constitutional requirements. Should the recommended expenditure appropriations prove insufficient to fund the requisite level of defense services, it will be necessary to shift resources to this budget center from other programs or County reserve. Conflict Defense Law and Justice 376 County of Contra Costa FY 2019-20 Recommended Budget District Attorney Diana Becton, District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 377 District Attorney Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 38,483,994 40,293,459 43,078,250 42,465,507 (612,743) Services And Supplies 3,990,697 4,543,085 4,125,249 4,185,249 60,000 Other Charges 45,335 35,270 43,485 43,485 0 Fixed Assets 0 79,000 60,000 60,000 0 Expenditure Transfers (823,247) (1,004,523) (761,241) (761,241) 0 Expense Total 41,696,779 43,946,291 46,545,743 45,993,000 (552,743) Revenue Other Local Revenue 4,810,791 5,636,309 5,190,866 5,365,806 174,940 Federal Assistance 395,050 178,974 378,974 378,974 0 State Assistance 17,774,428 17,462,008 18,502,220 18,502,220 0 Revenue Total 22,980,269 23,277,291 24,072,060 24,247,000 174,940 Net County Cost (NCC): 18,716,510 20,669,000 22,473,683 21,746,000 (727,683) Allocated Positions (FTE) 205.5 221.5 221.5 222.5 1.0 Financial Indicators Salaries as % of Total Exp 92% 92% 93% 92% % Change in Total Exp 5% 6% (1%) % Change in Total Rev 1% 3% 1% % Change in NCC 10% 9% (3%) Compensation Information Permanent Salaries 21,832,355 24,387,502 26,239,096 25,915,524 (323,572) Temporary Salaries 2,218,502 488,136 488,136 488,136 0 Permanent Overtime 499,364 272,870 272,870 272,870 0 Deferred Comp 192,004 209,261 253,020 243,000 (10,020) Comp & SDI Recoveries (8,269) 0 0 0 0 FICA/Medicare 1,481,820 1,461,979 1,574,266 1,545,471 (28,795) Ret Exp-Pre 97 Retirees 85,061 82,415 82,415 82,415 0 Retirement Expense 8,234,447 9,059,023 9,523,089 9,383,392 (139,697) Excess Retirement 10,375 0 0 0 0 Employee Group Insurance 2,209,788 2,646,074 2,941,199 2,836,145 (105,054) Retiree Health Insurance 988,617 1,000,803 952,951 952,951 0 OPEB Pre-Pay 379,186 379,186 416,408 416,408 0 Unemployment Insurance 53,981 40,077 13,285 13,064 (221) Workers Comp Insurance 306,764 266,133 321,516 316,132 (5,384) District Attorney Law and Justice 378 County of Contra Costa FY 2019-2020 Recommended Budget Office Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the District Attorney. Included are data for the following budget units: 0242 – District Attorney 0245 – Public Assistance Fraud Major Office Responsibilities The mission of the Contra Costa District Attorney’s Office is to seek justice and to enhance public safety for all county residents through the fair, ethical, aggressive, and efficient prosecution of those who violate the law and by working to prevent crime. District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 379 District Attorney Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 38,165,862 39,873,032 42,611,464 42,111,404 (500,060) Services And Supplies 3,976,526 4,534,375 4,117,822 4,177,822 60,000 Other Charges 45,335 35,270 43,485 43,485 0 Fixed Assets 0 79,000 60,000 60,000 0 Expenditure Transfers (490,945) (709,604) (432,711) (432,711) 0 Expense Total 41,696,779 43,812,073 46,400,060 45,960,000 (440,060) Revenue Other Local Revenue 4,810,791 5,636,309 5,190,866 5,365,806 174,940 Federal Assistance 395,050 178,974 378,974 378,974 0 State Assistance 17,774,428 17,462,008 18,502,220 18,502,220 0 Revenue Total 22,980,269 23,277,291 24,072,060 24,247,000 174,940 Net County Cost (NCC): 18,716,510 20,534,782 22,328,000 21,713,000 (615,000) Allocated Positions (FTE) 204 220 220 221.5 1.5 Financial Indicators Salaries as % of Total Exp 92% 91% 92% 92% % Change in Total Exp 5% 6% (1%) % Change in Total Rev 1% 3% 1% % Change in NCC 10% 9% (3%) Compensation Information Permanent Salaries 21,702,852 24,156,919 25,980,589 25,724,470 (256,119) Temporary Salaries 2,157,776 488,136 488,136 488,136 0 Permanent Overtime 499,143 272,870 272,870 272,870 0 Deferred Comp 191,188 207,341 250,200 241,980 (8,220) Comp & SDI Recoveries (8,269) 0 0 0 0 FICA/Medicare 1,468,946 1,446,619 1,557,818 1,534,216 (23,602) Ret Exp-Pre 97 Retirees 84,605 79,855 79,855 79,855 0 Retirement Expense 8,190,668 8,985,382 9,440,934 9,322,021 (118,913) Excess Retirement 10,375 0 0 0 0 Employee Group Insurance 2,185,527 2,606,317 2,892,344 2,803,888 (88,456) Retiree Health Insurance 959,770 964,116 916,337 916,337 0 OPEB Pre-Pay 365,340 361,873 400,840 400,840 0 Unemployment Insurance 53,559 39,962 13,156 12,969 (187) Workers Comp Insurance 304,382 263,642 318,385 313,822 (4,563) District Attorney Law and Justice 380 County of Contra Costa FY 2019-2020 Recommended Budget 1. Mainline Prosecution Description: Attends the courts and conducts, on behalf of the people, all prosecutions for public offenses occurring in Contra Costa County. Mainline Prosecution includes homicide, gang crimes, sexual assault, juvenile, general felony, misdemeanor and investigative units. Mainline Prosecution Summary Service: Mandatory Level of Service: Discretionary Expenditures: $28,292,413 Financing: 16,849,355 Net County Cost: 11,443,058 FTE: 139.0 2. Special Prosecution Description: Addresses specific areas of criminal activity. Funding for many of the units comes from state or federal grants and special revenue funds. The units within Special Prosecution are: a.Auto Insurance Fraud – Works with public and private sector agencies to investigate and prosecute individuals who fraudulently enhance or file fictitious auto insurance claims in the County. b. Consumer Protection Unit – Investigates and prosecutes unfair and unlawful business practices in violation of Business and Professions Code Sections 17200 and 17500. The Consumer Protection Unit receives and reviews consumer complaints from the general public and other governmental agencies and seeks to redress violations of consumer protection laws. c. Environmental Crimes – Prosecutes violations of state environmental laws including regulations pertaining to hazardous waste and materials, water and air pollution, and provisions of the Fish and Game Code. d. Real Estate Fraud – Investigates and prosecutes common real estate fraud crimes such as forging deeds or loan documents, instances of foreclosure fraud, filing false real property documents and committing securities fraud violations. e. Workers’ Compensation Fraud – Investigates and prosecutes individuals who submit false claims for workers’ compensation insurance as well as employers who submit false documentation for workers’ compensation insurance. f. Family Violence Unit – Incorporates several distinct vertical prosecution units: Sexual Assault, which prosecutes all felony sexual assaults against adults and children and all child abuse cases, Elder Abuse, which prosecutes both financial and physical elder abuse cases and Domestic Violence. g. Vertical Prosecution Units – For Vertical Prosecution cases, a prosecutor is assigned to the case from the initial point of referral to the completion of the prosecution. This method results in continuity and improved prosecution success. The following specialized vertical prosecution areas are currently part of the operations of the office: Homicide, Gangs, Human Trafficking, Family Violence Unit and Special Operations Units as mentioned previously. Special Prosecution Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,274,437 Financing: 3,778,947 Net County Cost: 495,490 FTE: 19.0 District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 381 3. Investigations Description: Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. Investigations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,431,442 Financing: 434,275 Net County Cost: 4,997,167 FTE: 22.0 4. Victim/Witness Advocacy Description: The Victim/Witness Assistance Program provides constitutionally and statutorily mandated services to empower victims of crime through advocacy and support. Advocates give a voice to victims in the criminal justice system at all stages of the court proceedings. They provide crisis intervention, orientation to the criminal justice system and pursue restitution on behalf of victims and the Victims Compensation Fund. Victim/Witness Advocacy Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,680,821 Financing: 1,694,806 Net County Cost: (13,985) FTE: 16.0 5. Administration Description: Responsible for operations, fiscal, personnel, procurement, facilities management, and resource development related to the department. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,809,470 Financing: 18,200 Net County Cost: 4,791,270 FTE: 12.0 6. AB 109 Program Description: Public Safety Realignment Act transfers responsibility for supervising specific low-level inmates and parolees from the California Department of Corrections and Rehabilitation (CDCR) to counties, including parole revocation proceedings. Funding provides a Realignment Coordinator, victim advocates and support staff who work collaboratively with other criminal justice partners to prevent crime and support victims in its aftermath. AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,247,004 Financing: 2,247,004 Net County Cost: 0 FTE: 13.5 District Attorney Law and Justice 382 County of Contra Costa FY 2019-2020 Recommended Budget District Attorney Summary Service: Mandatory Level of Service: Discretionary Expenditures: $46,392,711 Financing: 24,679,711 Net County Cost: 21,713,000 Funding Sources: Sales Tax 32.1% $14,885,414 Intergov Rev 11.5% 5,323,606 Misc State Aid 7.3% 3,408,806 Transfers 0.9% 432,711 Fed Aid Crime Ctrl 0.8% 378,974 State Aid Realignmt 0.4% 208,000 Miscellaneous Rev 0.1% 42,200 General Fund 46.8% 21,713,000 FTE: 221.5 District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 383 Public Assistance Fraud Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 318,132 420,427 466,786 354,103 (112,683) Services And Supplies 14,171 8,710 7,427 7,427 0 Expenditure Transfers (332,303) (294,919) (328,530) (328,530) 0 Expense Total (0) 134,218 145,683 33,000 (112,683) Net County Cost (NCC): 0 134,218 145,683 33,000 (112,683) Allocated Positions (FTE) 1.5 1.5 1.5 1.0 (0.5) Financial Indicators Salaries as % of Total Exp 0% 313% 320% 1,073% % Change in Total Exp 0% 9% (77%) % Change in Total Rev % Change in NCC 0% 9% (77%) Compensation Information Permanent Salaries 129,503 230,583 258,507 191,054 (67,453) Temporary Salaries 60,726 0 0 0 0 Permanent Overtime 221 0 0 0 0 Deferred Comp 816 1,920 2,820 1,020 (1,800) FICA/Medicare 12,874 15,361 16,448 11,255 (5,193) Ret Exp-Pre 97 Retirees 456 2,560 2,560 2,560 0 Retirement Expense 43,779 73,641 82,155 61,371 (20,784) Employee Group Insurance 24,261 39,757 48,855 32,257 (16,598) Retiree Health Insurance 28,847 36,687 36,614 36,614 0 OPEB Pre-Pay 13,846 17,313 15,568 15,568 0 Unemployment Insurance 422 115 129 95 (34) Workers Comp Insurance 2,382 2,490 3,130 2,309 (821) District Attorney Law and Justice 384 County of Contra Costa FY 2019-2020 Recommended Budget Public Assistance Fraud Description: Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. Public Assistance Fraud Summary Service: Mandatory Level of Service: Discretionary Expenditures: $361,530 Financing: 328,530 Net County Cost: 33,000 Funding Sources: Transfers 90.9% $328,530 General Fund 9.1% 33,000 FTE: 1.0 District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 385 Miscellaneous Programs (Non-General Fund) 1. Consumer Protection Description: Receives Cy pres restitution funds from court-ordered settlements for District Attorney Consumer Protection projects, when individual restitution in a particular case cannot be determined or is not feasible. Consumer Protection Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,025,278 Financing: 500,000 Net Fund Cost: 525,278 Funding Sources: Fines/Forfeitures 48.8% $500,000 Fund Balance 51.2% 525,278 2. Narcotics Forfeiture Description: State law requires that the District Attorney Office’s use the portion of distributed forfeited narcotics assets for enhancement of prosecution. Narcotics Forfeiture Summary Service: Discretionary Level of Service: Discretionary Expenditures: $55,000 Financing: 122,000 Net Fund Cost: (67,000) Funding Sources: Seizures 100.0% 122,000 3. Environmental/OSHA Description: Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. Environmental/OSHA Summary Service: Discretionary Level of Service: Discretionary Expenditures: $426,898 Financing: 426,898 Net Fund Cost: 0 Funding Sources: General Fines 100.0% $426,898 4. DA Federal Forfeiture – Dept of Justice Description: Federal law requires that the District Attorney Office’s use the portion of distributed forfeited narcotics assets for enhancement of prosecution. Federal Forfeiture-Dept of Justice Summary Service: Discretionary Level of Service: Discretionary Expenditures: $16,800 Financing: 16,800 Net Fund Cost: 0 Funding Sources: General Fines 100.0% 16,800 District Attorney Law and Justice 386 County of Contra Costa FY 2019-2020 Recommended Budget 5. Real Estate Fraud Prosecution Description: Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. Real Estate Fraud Prosecution Summary Service: Discretionary Level of Service: Discretionary Expenditures: $464,280 Financing: 464,280 Net Fund Cost: 0 Funding Sources: Recording Fees 100.0% $464,280 6. Supplemental Law Enforcement Services Fund (SLESF) – Criminal Prosecution Description: As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. SLESF – Criminal Prosecution Summary Service: Mandatory Level of Service: Mandatory Expenditures: $503,000 Financing: 503,000 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $503,000 6. Local Revenue Fund (AB 109) for District Attorney Description: Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). This information is provided for illustrative purposes only and is part of the Public Safety Realignment budget shown on Page 427. Public Safety Realignment Local Revenue Fund (AB 109) District Attorney Summary Service: Mandatory Level of Service: Mandatory Expenditures: $360,945 Financing: 360,945 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $360,945 CAO’s Recommendation The District Attorney’s Office FY 2019-20 Recommended Budget increases expenditure appropriations by $2,046,709, or 4.7% and increases estimated revenue by $969,709, or 4.2%, resulting in an increase in net County cost of $1,077,000, or 5.2% over the FY 2018/19 Budget. The increases to expenditure appropriations are due to projected salary and benefit increases for existing employees and the net addition of one FTE position. A listing of position changes is included in the Program Modification List at the end of this section. The increases in estimated revenue are concentrated in two primary areas; a $655,798 increase to estimated Proposition 172 sales tax revenue and $142,212 in increased Public Safety Realignment revenue related to AB 109 and Post-Release Community Supervision (PRCS) operations. District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 387 The recommended budget includes additional revenue authorized by the Community Corrections Partnership for a part-time clerical position and $150,000 for the Neighborhood Courts program to cover operating costs and one Neighborhood Court Program Director position. The Recommended Budget includes a vacancy factor of $615,000. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. In addition, the department will eliminate a half-time (0.5) vacant position identified in the “Program Modification List”. Note: The County Administrator has developed recommendations based on service level impacts communicated by the District Attorney’s Office. It is acknowledged that the District Attorney is an elected official and has ultimate discretion on how to best deploy resources within her Office using appropriations allocated by the Board of Supervisors. Performance Measurement With 1.15 million residents and 25 law enforcement agencies within the 19 cities of Contra Costa County, the District Attorney’s Office reviews every police report submitted in its jurisdiction. In 2018, the Office prosecuted over 1,800 felony cases and 5,200 misdemeanor cases, including 149 felony and 180 misdemeanor jury trials. The District Attorney’s Office also investigates and prosecutes public corruption as well as enforces environmental and consumer protection laws, both civilly and criminally. Administrative and Program Goals 1. Innovations and Alternatives to Prosecution (A) Conviction Integrity The District Attorney’s Office will establish the first ever Conviction Integrity Unit (“CIU”) in Contra Costa County. The unit will investigate wrongful conviction claims of actual innocence based on new evidence. While claims of actual innocence will be the main priority for the unit, it will also review cases where there is evidence of a significant integrity issue. The CIU will also assist in reviewing and developing practices and policies related to training, case assessment, investigations and disclosure obligations with the goal of preventing wrongful convictions in the first place. After a thorough review of each case, where appropriate, the CIU will make recommendations to the Contra Costa County District Attorney outlining the appropriate remedy. (B) Neighborhood Community Courts In an effort to offer smart and safe alternatives for low level non-violent misdemeanors, the District Attorney’s Office will begin a Neighborhood Courts Program. In lieu of filing criminal charges, this community based pre- charging diversion program will use a restorative justice lens to resolve low-level misdemeanors and quality of life crimes. Modeled after a similar District Attorney lead program, adjudicators – comprised primarily of residents who live and work in the community where the incident occurred – hear the case and create plans that enable the participant to address harms caused to the community and parties affected by the incident. This program has the potential to reduce the number of cases making their way through the criminal justice system, saving both time and money for the courts and impacted county agencies. By keeping low-level non- violent offenders out of the criminal justice system, and keeping convictions off their record, this program will aid in preventing obstacles to obtaining employment, education, housing, and meaningful participation in the community. (C) Mental Health In the fall of 2018, new legislation, Penal Code Section 1001.36, created Mental Health Diversion, a discretionary pre-trial diversion procedure. Recognizing that those with mental illness need treatment to reduce the cycle of recidivism and incarceration and its impact on the criminal justice system, the workload has increased as the courts thoroughly evaluate, District Attorney Law and Justice 388 County of Contra Costa FY 2019-2020 Recommended Budget structure treatment and ultimately divert defendants into this program. While the procedure is still in development, defendants in criminal cases have already begun to apply for this new program. The Mental Health Diversion, even without an officially created program in Contra Costa County stands at 35 cases and continues to grow. (D) Human Trafficking The Human Trafficking unit’s mission is to develop an effective and comprehensive approach to every type of human trafficking. The unit works to support victims and hold offenders accountable, using education, community involvement, and legal tools. The Office has sponsored a Human-Trafficking Awareness campaign in 2014 through January 2019. This included addressing the Board of Supervisors on the issue and conducting training for law enforcement. The Office placed public notices throughout the County and collaborated with the City of Antioch and its business community for the 4th annual Day of Action. 2. Crime Prevention Programs Crime Prevention Programs The District Attorney's Office continues to implement new crime prevention initiatives. The most significant of these is an emphasis on focused deterrence. This approach to crime prevention requires identifying the relatively few criminals who are responsible for the majority of crimes in a community. We focus resources on them to try to stop the criminal behavior. This may entail prosecution, or offering services, or a combination of both. The goal is to focus on the real problem people, not attacking the perceived problem with an inaccurate, and counter- productive “broad brush” approach. The following programs are part of the District Attorney’s focused deterrence efforts (A) Contra Costa County Violence Reduction Summit On January 8, 2019, District Attorney Diana Becton hosted the Contra Costa County Violence Reduction Summit for members of the Contra Costa County Police Chiefs Association, the Command Operations Group and for managers and supervisors of all police agency investigative units within the County. The goals of the Summit were to discuss the development of a countywide approach to combat violent crime, to explore violence trends, the benefits of a regional approach and new legislation. (B) Ceasefire Richmond The District Attorney’s Office continues to be very involved with the anti-gang initiative known as “Ceasefire” in the city of Richmond in an attempt to stem gang violence at its source, before it erupts into shootings and before the taking of innocent lives. The Office holds “call- ins” where gang members are called into meetings and told of an impending crackdown if the violence continues. Ceasefire is a partnership between law enforcement, community members, clergy, and service providers. The District Attorney’s Office continues to work closely with the West County community to keep this momentum going in a positive direction. From a high of 47 murders in 2009, the number of homicides in the city of Richmond dropped to 18 in 2018. This is one of the lowest homicide rates in three decades and is a remarkable improvement for that community. In addition, the total number of reported shootings within the City of Richmond has decreased dramatically. East County Based on the success of the Ceasefire initiative in the City of Richmond, The District Attorney’s Office is involved in the development and planning of “Ceasefire” in the city of Pittsburg and Antioch. The goal is to duplicate the results seen in the City of Richmond to stem gun violence in East County. (C) Safe Streets Task Force In collaboration with the FBI, the Office has formulated a countywide task force to fight violent crime on a countywide basis. The task force includes several FBI agents, investigators from the District Attorney’s Office, and officers District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 389 from the Pittsburg, Antioch, and Richmond Police Departments, and the Sheriff’s Office. This task force will operate throughout the county in innovative ways to reduce violent crime. (D) Anti-Truancy Initiative Since January 2011, the District Attorney’s Office has focused on preventing crime by trying to help kids stay in school. This program focuses on increasing school attendance by sending letters to truant students, and their parents, and meeting with those individuals. A 0.5 FTE Deputy District Attorney is responsible for working with schools in the county to teach classes on bullying, gun violence, drug abuse, and gang intervention. Over the last several years, the Deputy District Attorney has taught this curriculum to over 1,000 middle school students in East County and is expanding the program to West County. Additionally, the Deputy District Attorney is an active participant on Student Attendance Review Board (SARB) panels in several districts including San Ramon, Acalanes, Pittsburg, Mount Diablo and the newly formed County "SARB" panel, which serves the charter schools. The Office also collaborates with community- based organizations such as the Jr. Achievement Group (the largest national organization dedicated to helping students plan for academic and economic success), the Youth Intervention Network in Antioch, and Kops for Kids, to serve Contra Costa County's youth. In a coordinated effort with Jr. Achievement, over 20 prosecutors from the District Attorney’s Office have participated in Law Enforcement Career Days at Pinole Valley and Deer Valley High Schools, and several middle schools in Antioch. In 2015, the Office launched the first Parent Truancy Calendar, in partnership with the Superior Court and school districts, to combat chronic absenteeism among elementary and middle school students. The new court proceedings place great emphasis on the parents’ legal obligation to ensure that their young children attend school on a daily basis. After reviewing the information from the school attendance review board in cases of elementary and middle school chronically absent students (students who have been absent from school for 10% or more of the school days in one school year) the District Attorney charges parents with an infraction. The court places parents on a twelve-month grant of probation, during which they may be required to attend parenting classes, family counseling and/or other wrap around service programs. This holistic approach educates parents about the importance of school attendance for their children’s future and addresses the barriers that have led to their children’s chronic absenteeism. The collaborative court monitors parents’ progress. If, after twelve months, the children are attending school, the charges are dismissed. This collaboration between the schools and the courts allows families to benefit from resources available through both systems. (E) Realignment (AB 109) In October 2011, the Legislature drastically changed the sentencing and punishment structure in California. Most individuals convicted of felonies are in county jail, instead of state prison. This caused a significant impact on county public safety services, including the Probation Department, the Sheriff’s Office and the District Attorney’s Office. The Office continues to work closely with our Community Corrections Partnership to meet these challenges, entailing a great deal of time and effort in discussions and meetings. Significant resources have been required to address these changes, including more victim witness personnel to work with victims and to determine restitution; more prosecutors to handle parole revocations; additional prosecutions because of these individuals now serving less custody time; and training of prosecutors regarding sentencing alternatives. (F) Proposition 47 The recently enacted Proposition 47 changed all drug possession cases from felonies to misdemeanors. Inmates became eligible for resentencing, which requires a thorough review of criminal history and risk assessment, to assess dangerousness to the public. District Attorney Law and Justice 390 County of Contra Costa FY 2019-2020 Recommended Budget (G) Bail Reform In January 2018, the Humphrey decision ordered judges in the state to stop relying on the conventional bail schedule for criminal offenses, especially in cases where a defendant does not pose a substantial safety risk. The ruling also compels judges to consider bail alternatives like electronic monitoring with ankle bracelets. Humphrey requires an inquiry about ability to pay, and consideration of nonmonetary alternatives to money bail. The District Attorney’s office anticipates a significant increase in workload in order to prepare for and attend hearings, as well as an increase in victim witness support services associated with the hearings. (H) Proposition 64 In November 2016, the voters passed Proposition 64, the Medicinal and Adult-Use Cannabis Regulation and Safety Act. The Act legalizes use of cannabis, and includes the ability for individuals to have prior marijuana convictions dismissed and the records sealed. There will be a significant increase in workload as the District Attorney’s Office establishes a protocol with the court and the defense bar for review, filing and granting of petitions. 3. Administrative Goals (A) Case Management System The Office is utilizing a relatively new case management system. As with any case management system, there continue to be challenges associated with implementation. Office staff has needed to learn how to operate under the new system, which has taken a great deal of time and effort. Additionally, there is a great deal more data entry/scanning work, with the end goal of working more efficiently and electronically. (B) Staffing The District Attorney will continue to need adequate staffing to maintain the ability to prosecute the full spectrum of criminal offenses and work on crime prevention initiatives. Over 92% of the Office budget is allocated to salaries and benefits, therefore, reductions to the budget result in reductions to services and programs. (C) Training The District Attorney’s Office engaged in an office wide “strategic planning conversation.” We learned that there is a significant need for increased training for all employees (clerical, attorney, victim witness, and management). We are establishing a training oversight committee that will coordinate a comprehensive training program for the entire office. District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 391 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net County Cost Impact Impact 1 1 Mainline Prosecution Establish Vacancy Factor 0.0 (615,000) Establish Vacancy Factor - equivalent to 4 clerical positions and one Deputy District Attorney. 2 5 Public Assistance Fraud Decrease staff (0.5) (112,683) Eliminate a vacant part-time Deputy District Attorney position. 3 7 AB 109 Increase Staff and program costs 1.5 174,940 Add a Neighborhood Court director and a part-time clerical position funded by AB 109. 4 7 AB 109 Revenue 0 174,940 Add AB 109 funding for Neighborhood Court director and a part-time clerical position. Total 1.0 (727,683) District Attorney Law and Justice 392 County of Contra Costa FY 2019-2020 Recommended Budget Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 393 Summary Law and Justice Budgets General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 499,433 783,494 819,707 819,707 0 Services And Supplies 1,927,147 13,719,334 2,366,219 2,366,219 0 Fixed Assets 16,138 0 0 0 0 Expenditure Transfers (237,858) (43,227) (232,069) (232,069) 0 Expense Total 2,204,860 14,459,601 2,953,857 2,953,857 0 Revenue Other Local Revenue 140,324 351,493 163,857 163,857 0 State Assistance 1,065,735 1,000,000 1,000,000 1,000,000 0 Revenue Total 1,206,059 1,351,493 1,163,857 1,163,857 0 Net County Cost (NCC): 998,801 13,108,108 1,790,000 1,790,000 0 Allocated Positions (FTE) 5.0 5.0 5.0 5.0 0.0 Financial Indicators Salaries as % of Total Exp 23% 5% 28% 28% % Change in Total Exp 556% (80%) 0% % Change in Total Rev 12% (14%) 0% % Change in NCC 1,212% (86%) 0% Compensation Information Permanent Salaries 308,659 482,951 520,377 520,377 0 Deferred Comp 3,205 6,420 7,440 7,440 0 FICA/Medicare 21,991 36,246 38,932 38,932 0 Ret Exp-Pre 97 Retirees 987 973 973 973 0 Retirement Expense 95,556 147,477 160,784 160,784 0 Employee Group Insurance 48,846 88,502 74,237 74,237 0 Retiree Health Insurance 10,034 10,173 10,034 10,034 0 OPEB Pre-Pay 7,275 7,275 4,317 4,317 0 Unemployment Insurance 688 241 261 261 0 Workers Comp Insurance 2,192 3,236 2,351 2,351 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the County Administrator’s Office: 0235 – Law and Justice System Development 0265 – Vehicle Theft Justice Systems Development/Planning Law and Justice 394 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The mission of Justice System Programs/Planning is to provide administration and coordination of data systems that affect and support the entire County justice system. Besides Law and Justice Systems Development and Planning, the County Administrator’s Office oversees several special funds, which are summarized on the following pages: Automated Identification (ID) and Warrant; Courthouse Construction; Criminal Justice Facilities’ DNA Fingerprint Identification; Supplemental Law Enforcement Services (SLESF) funds; Local Revenue Fund- Supplemental Law Enforcement Services (SLESA): and the Local Revenue Fund- Community Corrections Program. Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 395 Law and Justice Systems Development General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 499,433 783,494 819,707 819,707 0 Services And Supplies 1,028,406 11,420,226 1,366,219 1,366,219 0 Fixed Assets 16,138 0 0 0 0 Expenditure Transfers (237,858) (43,227) (232,069) (232,069) 0 Expense Total 1,306,119 12,160,493 1,953,857 1,953,857 0 Revenue Other Local Revenue 140,324 351,493 163,857 163,857 0 Revenue Total 140,324 351,493 163,857 163,857 0 Net County Cost (NCC): 1,165,796 11,809,000 1,790,000 1,790,000 0 Allocated Positions (FTE) 5.0 5.0 5.0 5.0 0.0 Financial Indicators Salaries as % of Total Exp 38% 6% 42% 42% % Change in Total Exp 831% (84%) 0% % Change in Total Rev 150% (53%) 0% % Change in NCC 913% (85%) 0% Compensation Information Permanent Salaries 308,659 482,951 520,377 520,377 0 Deferred Comp 3,205 6,420 7,440 7,440 0 FICA/Medicare 21,991 36,246 38,932 38,932 0 Ret Exp-Pre 97 Retirees 987 973 973 973 0 Retirement Expense 95,556 147,477 160,784 160,784 0 Employee Group Insurance 48,846 88,502 74,237 74,237 0 Retiree Health Insurance 10,034 10,173 10,034 10,034 0 OPEB Pre-Pay 7,275 7,275 4,317 4,317 0 Unemployment Insurance 688 241 261 261 0 Workers Comp Insurance 2,192 3,236 2,351 2,351 0 Description: Develops, coordinates, and installs automated information systems for justice departments including project management, training and technical assistance. Plans and manages the implementation of the case management information system for the District Attorney, Public Defender and Probation departments. Coordinates regularly with the Superior Court and local law enforcement agencies on system upgrades, testing, and troubleshooting. Plans, maintains and coordinates countywide justice systems and interfaces – currently, the All County Criminal Justice Information Network (ACCJIN), the Justice Systems Development/Planning Law and Justice 396 County of Contra Costa FY 2019-2020 Recommended Budget Justice Automated Warrant System (JAWS), the Law & Justice Information System (LJIS), and the District Attorney case management system (Prosecutor by Karpel). Law & Justice Systems Development Summary Service: Discretionary Level of Service: Discretionary Expenditures: $ 2,185,926 Financing: 395,926 Net County Cost: 1,790,000 Funding Sources: Charges for Serv 7.5% 163,857 Misc Revenue 10.6% 232,069 General Fund 81.9% 1,790,000 FTE: 5.0 Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 397 Vehicle Theft Program General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 898,741 2,299,108 1,000,000 1,000,000 0 Expense Total 898,741 2,299,108 1,000,000 1,000,000 0 Revenue State Assistance 1,065,735 1,000,000 1,000,000 1,000,000 0 Revenue Total 1,065,735 1,000,000 1,000,000 1,000,000 0 Net County Cost (NCC): (166,995) 1,299,108 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 156% (57%) 0% % Change in Total Rev (6%) 0% 0% % Change in NCC (878%) (100%) 0% Description: Special budget unit created pursuant to California Vehicle Code section 9250.14; provides local funding for programs relating to vehicle theft crimes. Vehicle Theft Program Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 1,000,000 Financing: 1,000,000 Net County Cost: 0 Funding Sources: Vehicle License Fees 100.0% $ 1,000,000 Justice Systems Development/Planning Law and Justice 398 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Programs (Non-General Fund) 1. Automated ID & Warrant Description: Special fund to finance a countywide warrant system and to replace and enhance the automated fingerprint identification (CAL-ID) equipment. Also provides funding for the Automated Regional Information Exchange System (ARIES), which is managed by the Office of the Sheriff. Automated ID & Warrant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $3,828,179 Financing: 1,166,179 Net Fund Cost: 2,662,000 Funding Sources: Fines & Forfeits 8.6% $ 328,534 Participant Fees 21.9% 837,645 Fund Balance 69.5% 2,662,000 Fund 114000 2. DNA Identification Fund Description: As provided by Government Code section 76104.6, adds $1 penalty for every ten dollars upon every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses, including Vehicle Code violations, except parking offenses. These funds are deposited into a separate DNA Identification Fund in the County Treasury. After required transfers to the State, remaining funds may be used to reimburse the Sheriff or other law enforcement agencies to collect DNA specimens, samples, and print impressions. DNA Identification Fund Summary Service: Discretionary Level of Service: Mandatory Expenditures: $270,000 Financing: 270,000 Net Fund Cost: 0 Funding Sources: Penalty Assessments 100.0% $270,000 Fund 115600 3. Local Community Corrections (AB 109) Public Safety Realignment Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. The local Community Corrections Partnership, as defined by statute, develops plans for utilization of these funds solely to enhance the capacity of County probation, mental health, Sheriff and other County departments to provide appropriate rehabilitative, housing and supervision services to adult criminal offenders who have been realigned from State to County jurisdiction. The plans are deemed approved by the Board of Supervisors unless rejected by a super-majority vote of the Board. Local Community Corrections (AB 109) Service: Mandatory Level of Service: Discretionary Expenditures: $29,599,550 Financing: 28,420,464 Net Fund Cost: 1,179,086 Funding Sources: Public Safety Realign 96.0% $28,420,464 Fund Balance 4.0% 1,179,086 Fund 115300 (2982) Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 399 4. SLESF - Front Line Law Enforcement- City Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. SLESF - Front Line Law Enforcement-City Service: Discretionary Level of Service: Mandatory Expenditures: $3,598,995 Financing: 3,598,995 Net Fund Cost:0 Funding Sources: Misc Revenue 100.0% $ 3,598,995 Fund 114300 5. Supplemental Law Enforcement Services Account (SLESA) - (AB 109) Public Safety Realignment Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. Supplemental Law Enforcement Services (AB 109) Service: Mandatory Level of Service: Discretionary Expenditures: $9,898,739 Financing: 9,898,739 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $9,898,739 Fund 115300 (2981) 6. Obscene Matter-Minors Description: As provided by Section 311.12 of the Penal Code, fines collected from persons convicted of certain offenses relating to obscene matter involving minors, in which the violation is committed on or via a government-owned computer or via a government-owned computer network, are to be allocated for sexual assault investigator training, high technology crime task forces, public agencies and nonprofit corporations that provide shelter, counseling, or other direct services for victims of human trafficking and for multidisciplinary teams involved in the prosecution of child abuse cases. Obscene Matter-Minors Service: Mandatory Level of Service: Discretionary Expenditures: $5,400 Financing: 400 Net Fund Cost: 5,000 Funding Sources: Fines & Forfeitures 7.4% $ 400 Fund Balance 92.6% 5,000 Fund 115400 Justice Systems Development/Planning Law and Justice 400 County of Contra Costa FY 2019-2020 Recommended Budget CAO’s Recommendation The County Administrator’s Office (CAO) is in the process of replacing the integrated legacy mainframe justice system that serves the Justice Partners (District Attorney, Public Defender, and Probation) and the Superior Court. The Superior Court is likewise in the early stages of a project to replace the County’s legacy mainframe court management and calendaring system, beginning with its traffic case management system. In addition to the project to replace the County’s justice case management systems, the CAO has made it a top priority to replace the County’s nearly obsolete warrant management system, a system upon which the Sheriff, the Superior Court and all local law enforcement agencies rely on a daily basis. Migrating mainframe systems to modern case management systems are complex projects that involve coordination among not only the County's justice partners but also with multiple vendors, the Superior Court, the California Department of Justice, Office of the Sheriff, and the 20+ local law enforcement agencies that file cases with the District Attorney's office and rely on the County's automated warrant system and justice data network. Each project is multifaceted, labor-intensive, and spans many months and, sometimes, years. As the duration of these projects lengthens, the continued availability of key department subject matter experts diminishes, as only so much of their time can be devoted to automation projects and they, at some point, will get diverted onto primary mission duties. Likewise, if an automation project is allowed to languish, the County also risks losing vendor support, as vendors are generally paid only as progress is made. For these reasons, staff strive to accomplish automation projects as rapidly as possible and avoid delays and loss of momentum. To implement and support these projects, the County Administrator’s Office draws from several resources: Law & Justice Information Systems (LJIS) Division of the County Administrator’s Office. Department of Information Technology (DoIT) Contract project management consultants System Vendors Subject matter experts from the operating departments DoIT provides programming and other technical support to the CAO LJIS Division and the Superior Court on the County’s legacy mainframe justice system and with the export of legacy data destined for the new systems. Due to the complexities of managing multiple projects, and due to the age and condition of the County’s legacy system data, it was imperative that the individual systems configuration and roll- out be executed in planned and coordinated phases that make the most efficient use of the County’s limited staff resources and also ensure that the systems will perform and exchange data as necessary. The absolute necessity for high- level planning and coordination of these systems is why the LJIS Unit exists, and under the auspices of the County Administrator’s Office, in lieu of having the Justice Partners implement their own systems independently. The LJIS Manager, under the direction of the County Administrator and working with the Justice Partners, determines the priorities and sequencing of the projects. Baseline Budget expenditures are reduced from the current year budget by $11,316,902 due primarily to the removal of prior-year fund balance in the amount of $10,019,000 from Law & Justice Systems Development and $1,299,108 from the Vehicle Theft program. All year-end balances for the law and justice networks and projects are carried forward to the new budget year to finance the continuing development and maintenance of these coordinated multi- department and regional systems. The balance of the reduction results from a combination of adjustments: Salaries and benefits increases of $36,200; Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 401 Miscellaneous other adjustments that resulted in a net expense decrease of $37,406. The Recommended Budget is equivalent to the Baseline Budget. Performance Measurement Administrative Completed move to new office facility. Hired and trained two Programmer/Quality Assurance analysts. Warrant Management System Completed contract negotiations and executed contract. Established business resumption plan for legacy warrant management system. Designed a web-based portal to restore capability of law enforcement agencies to access the Law and Justice Information System following a loss in functionality in the legacy warrant system. District Attorney Case Management System Analyzed, researched, and resolved production issues; maintained system tables; supported interfaces; defined, designed, and tested bug fixes, enhancements, and reports for justice partners. Tested and upgraded District Attorney case management system to version 6.2. Maintain and modernize other justice data systems Law and Justice Information System (LJIS) Mainframe - Analyzed, researched, and resolved production issues; maintained system tables; supported interfaces; defined, designed, and tested bug fixes, enhancements, and reports for justice partners. Legacy warrant management system - Analyzed, researched, and resolved production issues; maintained system tables; supported interfaces; defined, designed, and tested bug fixes, enhancements, and reports for law enforcement partners, designed work- around for failed gateway to the ACCJIN. Disposition Reporting - Analyzed and produced juvenile disposition reports. Administrative and Program Goals Recruit, hire and train one additional Programmer/Quality Assurance analyst. Maintain business partner satisfaction through system support, consulting, and recommendations. Foster justice partner collaboration through technology. Maintain a safe work environment. Warrant Management System Enhance daily activity reports (ARIES) for law enforcement agencies. Implement phase 1: core functionality design, development, data conversion, testing, training, and roll out. Implement phase 2: advisements, jail management system interface, and miscellaneous features. Begin phase 3: geocoding agency beats. District Attorney and Probation Department Case Management Systems Solicits bids and select replacement Probation case management system. Maintain and modernize other justice data systems Define, design, select, and begin implementation of an application monitoring system. Formalize data-sharing agreements and start requirements analysis for the justice system message broker. Justice Systems Development/Planning Law and Justice 402 County of Contra Costa FY 2019-2020 Recommended Budget Probation Todd Billeci, County Probation Officer Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 403 Probation Department Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 55,572,629 62,054,616 63,714,020 60,693,224 (3,020,796) Services And Supplies 8,922,575 9,617,128 8,868,647 8,853,429 (15,218) Other Charges 4,826,308 8,534,805 4,984,805 4,984,805 0 Expenditure Transfers (292,274) (218,123) (92,765) (92,765) 0 Expense Total 69,029,238 79,988,426 77,474,707 74,438,693 (3,036,014) Revenue Other Local Revenue 15,771,467 18,664,437 15,599,669 15,599,669 0 Federal Assistance 1,639,751 1,432,762 1,900,000 1,900,000 0 State Assistance 11,211,898 13,200,216 12,939,024 12,939,024 0 Revenue Total 28,623,116 33,297,415 30,438,693 30,438,693 0 Net County Cost (NCC): 40,406,122 46,691,011 47,036,014 44,000,000 (3,036,014) Allocated Positions (FTE) 366.5 367.5 367.5 345.5 (22.0) Financial Indicators Salaries as % of Total Exp 81% 78% 82% 82% % Change in Total Exp 16% (3%) (4%) % Change in Total Rev 16% (9%) 0% % Change in NCC 16% 1% (6%) Compensation Information Permanent Salaries 24,056,094 28,786,969 29,943,652 28,443,487 (1,500,165) Temporary Salaries 1,297,568 1,315,000 1,315,000 1,315,000 0 Permanent Overtime 2,823,593 811,000 811,000 811,000 0 Deferred Comp 173,303 257,580 289,036 244,036 (45,000) Comp & SDI Recoveries (295,686) (47,000) (47,000) (47,000) 0 FICA/Medicare 672,118 656,648 673,423 672,823 (600) Ret Exp-Pre 97 Retirees 189,632 180,717 183,313 183,313 0 Retirement Expense 18,321,183 21,873,499 21,225,574 20,201,620 (1,023,954) Excess Retirement 74,871 147,028 147,028 147,028 0 Employee Group Insurance 3,438,095 4,599,510 4,892,480 4,533,336 (359,144) Retiree Health Insurance 2,442,723 2,463,091 2,532,323 2,532,323 0 OPEB Pre-Pay 1,294,036 1,294,036 1,071,272 1,071,272 0 Unemployment Insurance 61,430 13,763 7,274 9,024 1,750 Workers Comp Insurance 1,616,189 311,799 1,314,327 1,220,644 (93,683) Labor Received/Provided (592,520) (609,023) (644,682) (644,682) 0 Probation Law and Justice 404 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The table on the preceding page represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the Probation Department. Included are data for the following budget units. 0308 – Probation Programs 0309 – Probation Facilities 0310 – Care of Court Wards Major Department Responsibilities The mission of the Probation Department is to serve and support, in collaboration with the justice partners, our communities, courts and crime victims. The Department is committed to the preservation of public safety by providing evidence-based prevention, investigation and supervision services, as well as a safe environment for staff and those placed in its custodial care. The Probation Department operates to ensure that offenders are held accountable for criminal law violations by completing their court-ordered sentences. Probation is the lynchpin that ensures compliance as well as the opportunity of services that include but are not limited to mental health services, cognitive behavioral treatment, substance abuse treatment, community services, victim restitution, home supervision, intensive supervision, and detention and/or treatment at a County juvenile institution or in a group home placement. The County Probation Officer is the statutorily designated Chair of the Community Corrections Partnership (CCP). The CCP is the advisory board involved in the planning, implementation and oversight of the County Plan for the realignment of State prisoners to County jurisdiction under Public Safety Realignment (AB 109). Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 405 Probation Programs Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 27,771,163 32,506,992 33,243,690 32,000,709 (1,242,981) Services And Supplies 2,836,641 3,985,066 3,222,014 3,222,014 0 Other Charges 18,851 (40,195) (40,195) (40,195) 0 Expenditure Transfers (540,583) (365,125) (225,092) (225,092) 0 Expense Total 30,086,072 36,086,737 36,200,417 34,957,436 (1,242,981) Revenue Other Local Revenue 9,365,497 11,341,228 9,877,039 9,877,039 0 Federal Assistance 1,064,056 432,762 1,200,000 1,200,000 0 State Assistance 891,439 1,252,398 765,397 765,397 0 Revenue Total 11,320,992 13,026,388 11,842,436 11,842,436 0 Net County Cost (NCC): 18,765,080 23,060,349 24,357,981 23,115,000 (1,242,981) Allocated Positions (FTE) 182.0 183.0 183.0 177.0 (6.0) Financial Indicators Salaries as % of Total Exp 92% 90% 92% 92% % Change in Total Exp 20% 0% (3%) % Change in Total Rev 15% (9%) 0% % Change in NCC 23% 6% (5%) Compensation Information Permanent Salaries 12,197,378 15,066,527 15,672,640 15,028,035 (644,605) Temporary Salaries 167,726 0 0 0 0 Permanent Overtime 221,281 75,000 75,000 75,000 0 Deferred Comp 70,628 116,520 133,656 117,456 (16,200) Comp & SDI Recoveries (26,211) 0 0 0 0 FICA/Medicare 317,452 379,975 379,085 378,485 (600) Ret Exp-Pre 97 Retirees 95,720 92,717 95,313 95,313 0 Retirement Expense 9,204,962 11,327,876 10,978,891 10,551,594 (427,297) Excess Retirement 28,477 0 0 0 0 Employee Group Insurance 1,718,029 2,249,868 2,379,687 2,266,342 (113,345) Retiree Health Insurance 2,442,723 2,463,091 2,532,323 2,532,323 0 OPEB Pre-Pay 1,294,036 1,294,036 1,071,272 1,071,272 0 Unemployment Insurance 27,745 7,520 7,121 8,871 1,750 Workers Comp Insurance 722,437 164,790 685,289 642,605 (42,684) Labor Received/Provided (711,222) (730,928) (766,587) (766,587) 0 Probation Law and Justice 406 County of Contra Costa FY 2019-2020 Recommended Budget Probation Programs 1. Adult Field Services Description: Investigates and supervises criminal offenders referred by the Courts. a. Investigations – Prepares more than 3,000 felony investigative reports annually for the Superior Court. These include pre-plea reports for plea and bail considerations, change of plea reports, restitution reports, prohibited person’s relinquishment reports and assessment and recommendation reports for sentencing. FTE: 11.0 b. Superior Court Probation Officers – Provides information on probation cases to the judges and represents the Probation Department in the Superior Court to assist in arriving at the appropriate disposition. Positions are funded through Court Revenues. FTE: 4.0 c. Active Felony Supervision – Probation staff supervise a daily average of 3,200 felons convicted of violent and serious crimes, and monitors the specific and general conditions of probation, ordered by the court as well as provides the opportunity for services directly related to the clients identified needs. FTE: 20.0 d. Sex Offender - Probation staff supervise registered sex offenders that have been placed on formal probation. The primary focus of sex offender supervision is to enhance community safety, protect victims and prevent further sexual offending behavior by the offender. FTE: 2.0 e. Public Safety Realignment (AB 109) - The Community Corrections Partnership (chaired by the County Probation Officer) completed the county-wide plan and budget that was approved by the Board of Supervisors. The elements of the plan include the Post Release Community Supervision clients who are released from prison and under the supervision of the Probation Department. Those sentenced to local commitments for crimes that would have previously resulted in prison sentences are also released from jail and placed on probation supervision. Those clients released from prison and jail after completing a term for violating their parole are also placed on probation supervision. The need to coordinate and ensure services are available has been developed and continues to be refined. The goal is to ensure the client has the best possible chance to avoid further negative contact with the justice system. This could not occur without proper staffing and effective interventions developed in the community with enhanced partnerships. The State’s AB109 Public Safety Realignment funds this program. FTE: 17.0 f. Pretrial – The Pretrial Program utilizes an evidence based risk assessment tool on an average of 900 pretrial defendants to inform release decisions for adult defendants and provides for presentence monitoring in the community. The Pretrial unit works collaboratively with the Office of Reentry & Justice, the Public Defender, the District Attorney, and the Sheriff’s Office to provide information for Own Recognizance Pretrial release for defendants at arraignment. If released, the Pretrial program also provides community supervision for approximately 300 pretrial defendants per year. The Pretrial Program is funded through AB109, Public Safety Realignment. FTE: 5.0 g. Vehicle Theft – Vehicle theft is a collaborative program including the California Highway Patrol, Sheriff, District Attorney, and Probation Departments that enhances the capacity of local police and prosecutors to deter, investigate and prosecute vehicle theft crimes. A Deputy Probation Officer assigned to the program provides close supervision to a caseload of offenders convicted of auto theft. This program is funded by State vehicle license fees. FTE: 1.0 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 407 h. Domestic Violence – Provides intensive supervision of offenders who have been convicted of domestic violence and court- ordered to complete a mandated 52-week batterer’s treatment program. The DPOs also work with the victims of domestic violence and facilitate the collection of restitution and restraining orders when necessary. They also assist the court by reporting progress and making recommendations for violations of terms and conditions. DPOs participate in and supervise offenders for the Mandatory Domestic Violence Court (MDVC) program. Additionally, Batterer’s Intervention Programs are certified and monitored by one unit DPO with specialized training. FTE: 8.0 i. DUI Enhanced Supervision Program – DUI supervision is a collaboration with the California Office of Traffic Safety that provides for intensified supervision of felony drunk drivers. The Deputy Probation Officers also work collaboratively with Mothers Against Drunk Driving (MADD). FTE: 2.0 j. Banked Caseload – The Deputy Probation Officer provides, as needed, supervision and monitoring of probation violations. The daily average population of this caseload is approximately 600 felons. FTE: 1.0 2. Juvenile Field Services Description: Probation staff provide juvenile delinquency investigations and reports to the Juvenile Court on approximately 2,000 matters annually. Deputy Probation Officers supervise a daily average of 700 juveniles on probation, providing informal supervision when appropriate, individualized controls, counseling, supervision, placement, and referral services to youth and their parents. Services are provided for detained youth and their families as they prepare to transition back into the community. Services are also provided to youth in the community, and in out-of-home residential treatment programs. a. Intake – Probation staff conducts initial investigation into alleged offenses, processes petitions (charges) for court consideration as well as provide recommendation for the court to consider detention or release from custody. FTE: 5.0 b. Investigation – Probation staff conduct investigations that include the nature of the offense, family and school background and other related issues for the court consideration during the dispositional process. The Department performs over 2,000 intake and court investigations annually. FTE: 10.0 c. Court Probation Officers – Deputy Probation Officers represent Probation in court hearings and provide appropriately related information on probation cases to the judges to assist in arriving at the appropriate disposition. FTE: 5.0 d.Supervision – Probation staff supervise youths placed on probation or made wards of the court. The probation officer has the responsibility to protect the community and to help youths and their families to recognize the problems that contributed to the delinquent behavior and to make the necessary adjustments to prevent further delinquency. FTE: 7.0 e. Placement – Probation staff formulate alternative living plans for approximately 220+ youth who cannot remain at home or attend local schools because of serious delinquency or behavioral problems. Staff provide case management to aid in daily living and treatment for youth above the age of 18 who have been deemed Non-minor Dependents as a result of AB-12. Probation staff also actively participate in and plan for changes to the Continuum of Care Reform in collaboration with the Employment and Human Services Department. FTE: 10.0 Probation Law and Justice 408 County of Contra Costa FY 2019-2020 Recommended Budget f. School Probation Officers – Probation staff provide case management services for juveniles referred by school districts as well as those on active probation. This program is partially funded through the Juvenile Justice Crime Prevention Act (JJCPA), and increases the presence of probation officers on school campuses throughout the County. FTE: 11.0 g. Community Probation – Deputy probation officers join with various police jurisdictions to provide intensive supervision to high-risk youth and provide referral opportunities for the youth and their family. Funding for three Deputy Probation Officers is provided by the JJCPA. FTE: 7.0 h. Youthful Offender Treatment Program (YOTP)/Girls in Motion (GIM) – DPOs provide in-custody transition services and out-of-custody monitoring for those youth in the treatment programs. Intense supervision and service opportunities are provided to ensure compliance and provide for meaningful interventions in the community. DPOs work collaboratively with the Reentry Services programs provided by the Contra Costa Office of Education, Bay Area Community Resources, and RYSE Youth Center. FTE: 5.0 YOTP; 1.0 GIM 3. Other Services a.Training – Probation staff ensure state mandated Standards and Training for Corrections (STC) training requirements. Staff also establish and coordinate approved training for Probation staff. FTE: 3.0 b.Field Support Services – Probation staff provide clerical support to the Probation Department. FTE: 24.0 4. Administration Description: Provides fiscal management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, data collection and quality assurance, facility and office management, and resource development services. Staff also serves on many local and state-wide agencies/boards to not only represent Contra Costa County but learn the best practices that could be considered for local implementation. FTE: 18.0 Probation Programs Summary Service: Mandatory Level of Service: Discretionary Expenditures: $35,182,528 Financing: 12,067,528 Net County Cost: 23,115,000 Funding Sources: State 18.3% $6,439,659 AB109 Realignment 11.0% 3,872,096 Title IV-E 2.4% 850,000 Federal 1.9% 678,181 Transfers 0.6% 225,092 Charges for Service 0.0% 2,500 General Fund 65.7% 23,115,000 FTE: 177.0 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 409 Juvenile Facilities Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 27,801,466 29,547,625 30,470,330 28,692,515 (1,777,815) Services And Supplies 3,632,057 2,740,370 2,465,633 2,450,415 (15,218) Other Charges 10,200 0 0 0 0 Expenditure Transfers 248,310 147,002 132,327 132,327 0 Expense Total 31,692,032 32,434,997 33,068,290 31,275,257 (1,793,033) Revenue Other Local Revenue 4,916,531 5,023,209 4,122,630 4,122,630 0 State Assistance 9,939,825 11,542,818 11,767,627 11,767,627 0 Revenue Total 14,856,356 16,566,027 15,890,257 15,890,257 0 Net County Cost (NCC): 16,835,676 15,868,970 17,178,033 15,385,000 (1,793,033) Allocated Positions (FTE) 184.5 184.5 184.5 168.5 (16.0) Financial Indicators Salaries as % of Total Exp 88% 91% 92% 92% % Change in Total Exp 2% 2% (5%) % Change in Total Rev 12% (4%) 0% % Change in NCC (6%) 8% (10%) Compensation Information Permanent Salaries 11,858,715 13,720,442 14,271,012 13,415,452 (855,560) Temporary Salaries 1,129,842 1,315,000 1,315,000 1,315,000 0 Permanent Overtime 2,602,311 736,000 736,000 736,000 0 Deferred Comp 102,675 141,060 155,380 126,580 (28,800) Comp & SDI Recoveries (269,475) (47,000) (47,000) (47,000) 0 FICA/Medicare 354,666 276,673 294,337 294,337 0 Ret Exp-Pre 97 Retirees 93,912 88,000 88,000 88,000 0 Retirement Expense 9,116,222 10,545,623 10,246,683 9,650,026 (596,657) Excess Retirement 46,394 147,028 147,028 147,028 0 Employee Group Insurance 1,720,067 2,349,642 2,512,793 2,266,994 (245,799) Unemployment Insurance 33,686 6,243 153 153 0 Workers Comp Insurance 893,752 147,008 629,038 578,039 (50,999) Labor Received/Provided 118,701 121,905 121,905 121,905 0 Probation Law and Justice 410 County of Contra Costa FY 2019-2020 Recommended Budget Juvenile Facilities Programs 1. Probation Facilities Description: Probation Facilities offer a continuum of court-ordered custodial care and treatment services for juveniles ordered into custody by the court. a. Juvenile Hall – The John A. Davis Juvenile Hall is a maximum security facility designed for the mandated detention of youths before and after court hearings. Approximately 1,000 juveniles are booked annually. The Juvenile Hall contains two treatment units. FTE: 125.5 1. Girls in Motion (GIM) – GIM is a gender-specific, countywide effort for girls that provides local programming services in a safe and controlled environment. Both cognitive and trauma-based treatment enrich the secure program. Referrals to local resources and collaborative supervision methodology are utilized upon transition from custody. 2. Youthful Offender Treatment Program (YOTP) – Specific commitment treatment program for male youthful offenders utilizing cognitive/evidence- based practices. The program encompasses a specialized living unit for participants who are in custody and provide appropriate referrals to community-based services and intensive supervision for participants who are returning to the community. b. Orin Allen Youth Rehabilitation Facility (OAYRF) (Byron Boys’ Ranch) – The OAYRF facility provides 100 beds for seriously delinquent boys committed by the courts. Approximately 120 youth are admitted annually for an average stay of six months. FTE: 38.0 c. Home Supervision (HS) – The HS program is an alternative to detention for youth who could otherwise be in custody pre or post disposition. Probation staff use electronic monitoring/GPS as a tool to provide intensive supervision to youth released to the community. FTE: 1.0 d. School Lunch Program – The National School Lunch Program (NSLP) is a federally assisted meal program. It provides nutritionally balanced, low-cost or free lunches to children each school day. The program was established under the National School Lunch Act, signed by President Harry Truman in 1946. FTE: 4.0 Juvenile Facilities Summary Service: Mandatory Level of Service: Mandatory Expenditures: $31,275,257 Financing: 15,890,257 Net County Cost: 15,385,000 Funding Sources: Federal 0.7% $232,331 State 50.1% 15,656,426 Misc Revenue 0.0% 1,500 General Fund 49.2% 15,385,000 FTE: 168.5 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 411 Care of Court Wards Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 2,453,877 2,891,692 3,181,000 3,181,000 0 Other Charges 4,797,257 8,575,000 5,025,000 5,025,000 0 Expense Total 7,251,134 11,466,692 8,206,000 8,206,000 0 Revenue Other Local Revenue 1,489,439 2,300,000 1,600,000 1,600,000 0 Federal Assistance 575,695 1,000,000 700,000 700,000 0 State Assistance 380,634 405,000 406,000 406,000 0 Revenue Total 2,445,768 3,705,000 2,706,000 2,706,000 0 Net County Cost (NCC): 4,805,366 7,761,692 5,500,000 5,500,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 58% (28%) 0% % Change in Total Rev 51% (27%) 0% % Change in NCC 62% (29%) 0% Description: Probation provides court-ordered custodial care outside of County facilities and medical care for juvenile residents within County facilities. a. Out-of-Home Placement – Probation manages federal, State and County funding for the board and care costs of minors placed in private residential care (STRTPs) by the Juvenile Court. b. Division of Juvenile Justice (DJJ) Fees – Probation pays fees to the DJJ for the incarceration cost of juveniles placed under the care and control of the state. c.Medical Services in Juvenile Facilities – Probation pays fees to the Health Services Department for rendering medical service to the residents of Juvenile Hall and the Orin Allen Youth Rehabilitation Facility. Care of Court Wards Summary Service: Mandatory Level of Service: Mandatory Expenditures: $8,206,000 Financing: 2,706,000 Net County Cost: 5,500,000 Funding Sources: Reimbursements 19.5% $1,600,000 Federal 8.5% 700,000 State 5.0% 406,000 General Fund 67.0% 5,500,000 Probation Law and Justice 412 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Programs (Non-General Fund) 1. Juvenile Justice Crime Prevention Act (JJCPA) - SLESF – Probation Description: This Special Revenue Fund provides State resources from the Juvenile Justice Crime Prevention Act of 2000 (JJCPA) to support juvenile prevention initiatives. The State funds are used to support positions in the School and Community Probation Programs. Deputy Probation Officers are stationed at high schools throughout the county, as well as various police departments. In addition to juvenile prevention and diversion activities, Probation personnel provide investigation and supervision services to juvenile offenders and other at-risk youth as well as provide referral services that directly relate to the needs identified in the risk needs assessment completed. SLESF – Probation Summary Service: Discretionary Level of Service: Discretionary (Limited to Juvenile Prevention Services) Expenditures: $4,880,523 Financing: 4,880,523 Net Fund Cost: 0 Funding Sources: State 100.0% $4,880,523 2. Probation Ward Welfare Fund Description: Pursuant to Welfare and Institutions Code 873, provides for the commission from detention pay telephones. These revenues are used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. Probation Ward Welfare Service: Discretionary Level of Service: Discretionary Expenditures: $136,337 Financing: 67,000 Net Fund Cost: 69,337 Funding Sources: Misc Revenue 49.1% $67,000 Fund Balance 50.9% 69,337 3. Community Corrections Performance Incentives Fund (CCPIF) Description: SB 678, known as the California Community Corrections Act of 2009, established the Community Corrections Performance Incentives Fund (CCPIF). The State transfers a portion of the cost savings realized by the California Department of Corrections and Rehabilitation (CDCR) from reduced referrals of certain probationers to State Prison. CCPIF revenue is to be used for evidence-based probation supervision activities with the ultimate goal of reducing recidivism among adult probationers between the ages of 18 and 25. CCPIF Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,741,263 Financing: 4,573,373 Net Fund Cost: (832,110) Funding Sources: State 100.0% $4,573,373 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 413 CAO’s Recommendation The Probation Department’s FY 2019-20 Recommended Budget decreases expenditure appropriations by $5,549,733 or 6.9%. Additionally, the Department is anticipating decreases to estimated revenue by $2,858,722 or 8.6%, resulting in a decrease in net County cost of $2,691,011 or 5.8%. The Department is anticipating a decrease in adult fines and fees due to pending State legislation which will eliminate those fees. The Community Corrections Partnership has recommended funding increases for the AB109 programs operated by the Probation Department at the FY 2018-19 staffing levels. The Recommended Budget includes a vacancy factor of $1,466,389. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. In addition, the department will eliminate 22 vacant positions identified in the “Program Modification List”. Elimination of these vacant positions will not have an impact on department operations. Performance Measurement 1. Complete the Implementation of a Case Management System (CMS) Probation continues to maintain the goal of obtaining a case management system. In collaboration with the County Department of Information Technology, efforts are being made to prepare a Request for Proposals and begin the process of finding an appropriate vendor. 2. Continue to Develop State-Recognized Evidence-Based Programming (EBP) in Facilities and Field Probation The Department has continued to keep this Performance Measurement in the forefront of its mission. The Department continues to work closely with the University of Cincinnati Corrections Institute (UCCI) to implement Core Correctional Practices (CCP) in the Juvenile Hall. The Orin Allen Youth Rehabilitation Facility has implemented CCP and a new Behavior Management System (BMS). The Field Services division has undergone an extensive and thorough evaluation of adherence to EBP and a five-year strategic plan for implementation is currently being developed with the guidance and coaching of UCCI. The Department continues to strive to provide quality assurance for current and future EBP practices. A pilot program of Core Correctional Practices is underway and the Department will begin using a data system to score the Risk Assessment tools. 3. Improve Collaborative Efforts Among Departments to Improve Service Delivery to Clients The rapid implementation of AB 109 and creation of the mandatory Community Corrections Partnership defined partnerships and facilitated healthy communication to provide supportive services to adults re-entering the community from prison as well as providing improved services to the probation population now serving time in jail. The Department continues to work on enhancing collaborative opportunities with local law enforcement as well as local community-based organizations. Partnerships are further fostered through collaborative grants and other funding projects. The Probation Department is expanding the successful efforts of the AB 109 collaboration to the Adult General Supervision and Specialized services population. 4. Continued Operation of a Peer Support Program The Contra Costa County Probation Department continues to offer a Peer Support Program to employees. Peer Support Programs are designed to assist employees involved in or affected by a critical or traumatic incident. Critical incidents can occur on duty and off duty, as well as in the field, in the offices, or in our facilities. Peer Support Teams (PST) have become a standard of care in the law enforcement work place. The Peer Support Program is not an element of the Employee Assistance Program (EAP), nor is it a substitute for professional help. The purpose of the Peer Support Program is to aid an employee during Probation Law and Justice 414 County of Contra Costa FY 2019-2020 Recommended Budget times of both professional and personal crises through the use of specially-trained volunteers from within the Department. Through a contract with Psychological Services Group, the PST members continue to receive ongoing training and support in their role as Peer Supporters. Staff demonstrating service needs beyond the training and scope of the PST can be referred to Psychological Services Group to receive individual counseling and/or group counseling services as needed. The Department can call upon Psychological Services Group for guidance and support during critical incidents. 5. Enhanced Services The Probation Department has provided enhanced services to the Superior Court by collaborating in and assigning Deputy Probation Officer staff to the Mandatory Domestic Violence Court and the newly created Veterans’ Court. Staff in both courts provide specialized supervision and service referrals to both populations who have specific individualized needs. 6. Texting Communications The Probation Department has partnered with Code for America to offer text communications between Adult Deputy Probation Officers and offenders. The pilot that is currently underway has proven to be effective in enhancing communication and reducing failures to report. 7. Housing The Probation Department is working collaboratively with Heath, Housing and Homeless (H3) to provide a flexible housing fund to probationers 18 years of age and up. A contract is also in place to house a youth returning to the community from the Department of Juvenile Justice. Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 415 Administrative and Program Goals 1. Implement Continuum of Care Reform (CCR) Implementation efforts for CCR will occur in stages that began in January 2017 and will continue through 2021 in Child Welfare Services, and in succeeding years in Probation foster care. CCR will necessitate significant and ongoing training for Placement Unit staff on utilizing the new processes and service requirements. CCR further necessitates increased coordination and cooperation between Probation, EHSD/CFS, and other county Departments including Public Health and Children’s Mental Health. Short-Term Residential Treatment Programs (STRTPs) will replace traditional group care. STRTPs provide highly intensive 24-hour supervision and treatment for youth, and will be designed to quickly transition youth back to their own or another permanent family. Facilities seeking licensure as an STRTP will need to meet higher standards of care, be accredited, and be able to deliver or arrange for a set of core services including the mental health services the youth needs. The Resource Family Approval (RFA) process will improve selection, training and support of families (including relative and non-relative resource families) seeking to care for a youth in foster care, whether on an emergency, temporary or permanent basis. Children and Family Teams (CFTs) is defined as groups of individuals who are convened by the placing agency and who are engaged through a variety of team-based processes to identify the strengths and needs of the youth and his or her family, and to help achieve positive outcomes for safety, permanency, and well-being. CFT meetings are mandated to convene on a regular and re-occurring basis to ensure their perspectives are incorporated throughout the duration of the case and is primary vehicle for collaboration on the assessment, case planning, and placement decisions. 2.Complete the Implementation of a Computerized Case Management System 3.Analyze All Programs for Enhancement Opportunities Presented by New Technology In FY 2019-20, the Probation Department plans to hire an Administrative Services Assistant II. The primary role of this new position is to assist in the collection of data with the goal of ensuring Probation programs are effective. The new position will also work collaboratively with the Office and Reentry and Justice. 4. Continue to Develop Best Practices As a standardized case management system comes on line, the Probation Department will use it to measure and validate programming. 5. Continue to Enhance the Department Juvenile Justice Crime Prevention Act and Youthful Offender Block Grant Consolidated Annual Plan Probation Law and Justice 416 County of Contra Costa FY 2019-2020 Recommended Budget FY 2019/20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 13 Juvenile Investigation/ Supervision/ Special Services Increase Vacancy Factor 0.0 (69,480) Increase Vacancy Factor - this will have a minimal impact on department operations. 2 4 Juvenile Hall Increase Vacancy Factor 0.0 (162,832) Increase Vacancy Factor - this will have a minimal impact on department operations. 3 8 Adult Investigation & Supervision Decrease staff (2.0) (297,623) Eliminate two Deputy Probation Officer positions. This will have a minimal impact on department operations. 4 13 Juvenile Investigation/ Supervision/ Special Services Decrease staff (4.0) (756,528) Eliminate four Deputy Probation Officer positions. This will result in higher caseload numbers. 5 14 Field Support Services Decrease staff (1.0) (119,350) Eliminate one clerical position. This will have a minimal impact on department operations. 6 4 Juvenile Hall Decrease staff (9.0) (942,539) Eliminate nine Juvenile Institution Officer positions. The population at the Juvenile Hall is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 417 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 7 5 Orin Allen Youth Rehabilitation Facility Decrease staff (6.0) (672,444) Eliminate five Juvenile Institution Officer positions and one Deputy Probation Officer position. The population at the Ranch is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. 8 4 Juvenile Hall Decrease operating expenses 0.0 (15,218) Reduce funding for operating expenses will require additional operational efficiencies but we expect this will have minimal impact on department operations. Total (22.0) (3,036,014) Probation Law and Justice 418 County of Contra Costa FY 2019-2020 Recommended Budget Public Defender Robin Lipetzky, Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 419 Public Defender Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 23,005,180 25,098,188 27,138,222 27,505,652 367,430 Services And Supplies 3,281,164 3,249,890 3,592,613 3,627,624 35,011 Other Charges 15 0 0 0 0 Expenditure Transfers (178,722) (435,854) (17,159) (17,159) 0 Expense Total 26,107,637 27,912,224 30,713,676 31,116,117 402,441 Revenue Other Local Revenue 2,954,294 3,498,343 4,098,664 4,501,105 402,441 Federal Assistance 164,934 180,412 20,878 20,878 0 State Assistance 67,591 52,979 52,134 52,134 0 Revenue Total 3,186,818 3,731,734 4,171,676 4,574,117 402,441 Net County Cost (NCC): 22,920,819 24,180,490 26,542,000 26,542,000 0 Allocated Positions (FTE) 115.3 137.1 137.1 138.1 1.0 Financial Indicators Salaries as % of Total Exp 88% 90% 88% 88% % Change in Total Exp 7% 10% 1% % Change in Total Rev 17% 12% 10% % Change in NCC 5% 10% 0% Compensation Information Permanent Salaries 13,903,505 15,279,978 17,313,287 17,680,717 367,430 Temporary Salaries 1,235,962 1,126,775 329,000 329,000 0 Permanent Overtime 2,528 0 0 0 0 Deferred Comp 128,140 132,096 167,221 167,221 0 Comp & SDI Recoveries (30,918) 0 0 0 0 FICA/Medicare 1,028,879 1,018,275 1,168,957 1,168,957 0 Ret Exp-Pre 97 Retirees 45,946 52,543 52,543 52,543 0 Retirement Expense 4,422,298 4,825,578 5,308,628 5,308,628 0 Excess Retirement 30,584 23,677 23,677 23,677 0 Employee Group Insurance 1,309,243 1,741,575 1,779,996 1,779,996 0 Retiree Health Insurance 546,182 550,416 573,748 573,748 0 OPEB Pre-Pay 217,825 217,825 234,551 234,551 0 Unemployment Insurance 33,600 21,994 8,803 8,803 0 Workers Comp Insurance 131,407 107,454 177,812 177,812 0 Public Defender Law and Justice 420 County of Contra Costa FY 2019-2020 Recommended Budget Department Description 1. Administration Description: Provides management, administrative support, and oversight of all Departmental functions. FTE: 9.0 Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,387,955 Financing: 0 Net Fund Cost: 4,387,955 FTE: 9.0 2. Investigations Description: Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. FTE: 13.0 Investigations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,906,911 Financing: 0 Net Fund Cost: 1,906,911 FTE: 13.0 3. Criminal Defense Description: Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses. FTE: 77.6 Criminal Defense Summary Service: Mandatory Level of Service: Discretionary Expenditures: $16,996,218 Financing: 999,574 Net Fund Cost: 15,996,644 FTE: 77.6 4. Alternate Defender Office Description: Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses in cases in which the main office has declared a conflict of interest. FTE: 16.0 Alternate Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,250,489 Financing: 0 Net Fund Cost: 4,250,489 FTE: 16.0 5. Public Safety Realignment (AB 109) Programs Description: The Office of the Public Defender has several positions and programs that are specifically funded through AB 109 Public Safety Realignment monies. FTE: 22.5 a. Clean Slate program – Provides consultation and files petitions for expungement on behalf of persons seeking to clear their criminal records. Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 421 b. AB 109 Social Worker – Social worker dedicated to preparing social histories and needs assessments on behalf of the low- level felony population. c. Pretrial Services Program – Two legal assistants dedicated to a collaborative County program designed to more appropriately assess, supervise and manage the pretrial jail population. d. ACER program (Arraignment Court Early Representation) – Provides representation for all in-custody clients at the first court appearance. e. Reentry Resource Coordinator – Coordinates and collaborates with county departments regarding reentry programs and resources; works directly with the community and organizations providing services to the reentry population to ensure continuity of services for clients f.Proposition 47 Assistance—Prepares and files petitions for persons eligible for relief under Proposition 47 g.Failure to Appear (FTA) Reduction Program—A program, in partnership with Law Enforcement, to reduce the number of arraignment court failures-to-appear. h. Stand Together Contra Costa – A rapid response and community education pilot project to support safety and justice for immigrant families in Contra Costa County. AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,720,105 Financing: 3,720,105 Net Fund Cost: 0 FTE: 22.5 Public Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $31,133,276 Financing: 4,591,276 Net County Cost: 26,542,000 Funding Sources: Public Safety Realignmt 11.9% $3,720,105 Grants & Donations 2.5% 781,000 Intergov Revenue 0.2% 73,012 Transfers 0.1% 17,159 General Fund 85.3% 26,542,000 FTE: 138.1 Public Defender Law and Justice 422 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Programs (Non-General Fund) Public Safety Realignment Local Revenue Fund-Public Defender Description: Special fund to provide legal representation at parole revocation hearings for State parolees transferring to County jurisdiction under Public Safety Realignment (AB 109). This information is provided for illustrative purposes only and is part of the Public Safety Realignment budget shown on Page 427. Public Safety Realignment Local Revenue Fund (AB 109) Public Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $360,945 Financing: 360,945 Net Fund Cost: 0 Funding Sources: Intergov Revenue 100.0% $360,945 CAO’s Recommendation The Public Defender’s FY 2019-20 Recommended Budget increases expenditure appropriations by $3,203,893 or 11.5%, and increases estimated revenue by $842,383 or 22.6%, resulting in an increase in net County cost of $2,361,510 or 9.8% over the FY 2018-19 Budget. The increase in expenditure appropriations are due to projected salary and benefit increases for existing positions and the net increase of one (1.0) position. A listing of position changes is outlined in the Program Modification List at the end of this section. The increases in estimated revenue is primarily due to a $591,662 increase in Public Safety Realignment revenue related to AB 109 and Post-Release Community Supervision (PRCS) operations. The Recommended Budget includes additional public safety realignment revenue authorized by the Community Corrections Partnership (CCP) for existing positions and operating costs for existing programs. The CCP also recommended funding an additional Deputy Public Defender and Legal Assistant for the Failure to Appear (FTA) Reduction program which were previously funded through a grant program. Additionally, the Public Protection Committee has recommended funding two (2.0) full-time Social Workers to assist individuals with pretrial release and reentry support needs. The cost for the additional positions and operating expenses total $402,441 and is entirely offset by public safety realignment revenue and, therefore, have zero net county cost associated with them. The budget is balanced with no vacancy factor. Performance Measurements Launched Stand Together Contra Costa On March 1, 2019, Stand Together Contra Costa will celebrate our one-year launch anniversary. During this fiscal year, we have continued our partnerships with Catholic Charities of the East Bay, Monument Impact, Jewish Family and Community Services, Faith in Action – East Bay, Bay Area Community Resources (formerly “OCO”), and the International Institute of the Bay Area. Our rapid response hotline, community education, and due process services have all been in continuous operation since launch. We are on pace to meet or exceed our project deliverables during FY 2019-20. We have hosted 64 events throughout Contra Costa County during this fiscal year, spread throughout our three community hubs (East County, Central County, and West County). Events include workshops, presentations, and trainings, and usually include free legal consultations. In addition to the 64 events that we have hosted, we have presented or tabled at 55 additional events put on by schools or other partnering organizations throughout the county. Our legal services staff have completed 594 legal consultations and are on pace to significantly Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 423 exceed our deliverables target. In addition to these consultations, our legal team has provided direct representation to immigrants in 62 cases so far during this fiscal year. Our website can be found at www.standtogethercontracosta.org. In addition to being on pace to exceed our project deliverables this year, STCC was able to work closely with county and local CBOs to address several challenges. For example, STCC played an instrumental role in the transition process resulting from the termination of the ICE contract at West County Detention Facility. Once the ending of the ICE contract was announced, the Sheriff’s Office and the Office of the Public Defender coordinated closely to facilitate increased access to legal due process screenings for detainees and their families before they were transferred to other facilities throughout the country. In addition, the responsiveness and trust that the county has built with immigrant families by virtue of Stand Together Contra Costa was leveraged when the county was faced with the proposed changes to the federal “public charge” definition. STCC was able to quickly partner with Contra Costa Health Services, EHSD, and the Community Clinic Consortium to engage in a rapidly mobilized public education campaign targeted toward immigrant families in Contra Costa. Finally, in the coming months we anticipate that we will begin to add census education as an integral part of our events and workshops. Begin Youthful Offender Parole Hearings (YOPH); investigate and collect mitigation evidence for upcoming hearings Due to recent changes in the law, the Public Defender’s Office now provides specialized representation to individuals serving prison terms who are eligible for early parole under Youth Offender Parole (YOP) statutes. The YOP team currently consists of a senior full-time attorney and mitigation investigator, with assistance when available from legal assistants and seasonal in- house social work interns. These cases are highly complex and often require the use of outside forensic experts as part of the defense team. As the clients are housed in facilities throughout the state, communicating with the clients is a time-intensive endeavor. The team’s work involves visiting the clients, collecting records, speaking to family and other contacts, developing mitigation, preparing reports for the court and the Department of Corrections, and litigating the cases in court. During the 2018-19 fiscal year, the team contacted all 385 inmates committed from Contra Costa County eligible for YOP and is currently representing 223 of those inmates. Manage new, expanded bail hearings required by the Humphrey decision In 2018, the First District Court of Appeal issued a decision in the case of In re Humphrey. The ruling fundamentally altered the way courts approach bail determinations in criminal cases. Based on the due process and equal protection clauses of the state and federal constitutions, the Humphrey case ruled that judges must make an individualized determination of a defendant’s ability to pay cash bail rather than rely on bail schedules and inquire into whether “less restrictive alternatives to detention” could adequately protect the public. The Humphrey Court recognized that the right to pre-trial release on affordable bail rose to the level of a “fundamental constitutional right.” To uphold and protect the constitutional rights of our clients, the Humphrey decision required the Department to conduct new and expanded bail hearings for clients who are detained in custody on a pre-trial basis. Accordingly, the Department has staffed two full-time attorneys in a newly created bail unit. The bail unit also draws on the resources of the Department’s legal assistants and social worker to assist in effectively representing clients. Over the course of 2018, the bail unit filed motions contesting the pre-trial detention of over 575 clients. The unit conducted bail hearings for over 450 of those clients. For cases that proceeded to hearing, the bail unit’s success rate exceeded 55%. In other words, more than half of the clients on whose behalf we litigated bail issues were able to secure pre-trial release or were able to take advantage of early, beneficial resolutions to their cases. Public Defender Law and Justice 424 County of Contra Costa FY 2019-2020 Recommended Budget While the legal landscape surrounding bail is ever-changing (the California Supreme Court is in the process of reviewing the scope of the Humphrey decision and SB 10 is in the process of being implemented), there is no question that courts will need to continue to make detention and bail decisions on an individualized basis. This, in turn, requires the Department to effectively represent clients in bail hearings and provide adequate staffing and resources to our bail unit. Oversee the design and launch of the juvenile office at the Walnut Creek courthouse This project is taking longer than originally anticipated. While much progress has been made on design and plans for building out the space, we now expect to launch our new juvenile office in the coming fiscal year. Administrative and Program Goals Provide Leadership in designing and implementing Mental Health Diversion under AB 1810 Launch the new Public Defender Holistic Juvenile Defense Office in Walnut Creek Address the new pretrial detention hearing process and requirements under California Supreme Court’s Humphrey Decision Address the new obligations to provide representation for former clients eligible for resentencing under SB 1437 (revision of the felony murder rule) Participate in the design and implementation of a Capstone Project to reduce racial and ethnic disparities in juvenile justice Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 425 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 3 Criminal Defense Salaries and Benefits (1.0) (137,266) Eliminate a half-time Deputy Public Defender and a half-time Legal Assistant due to reduced grant funding. 2 3 Criminal Defense Grant Revenue 0 (137,266) Reduce MERP grant funding. 3 3 Criminal Defense Salaries and Benefits (2.0) (175,434) Eliminate one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program due to reduced DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 4 3 Criminal Defense Grant Revenue 0 (175,434) Lost DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 5 4 AB 109 Public Safety Realignment Salaries and Benefits 2.0 175,434 Fund one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program lost from DOJ grant (AB 109 funding). 6 4 AB 109 Public Safety Realignment Salaries and Benefits and operating costs 2.0 227,007 Add two Social Worker positions to provide client support as recommended by the Public Protection Committee (AB 109). 7 4 AB 109 Public Safety Realignment AB 109 Revenue 0.0 402,441 Increase in operating expense fully offset by additional AB 109 funding recommended by the Community Corrections Partnership and the Public Protection Committee. Total 1.0 0 Public Defender Law and Justice 426 County of Contra Costa FY 2019-2020 Recommended Budget Public Safety Realignment Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 427 Public Safety Realignment Summary 2011 Local Revenue Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Expenditure Transfers 163,857,264 176,285,496 184,644,028 184,644,028 0 Expense Total 163,857,264 176,285,496 184,644,028 184,644,028 0 Revenue Other Local Revenue 385,803 1,500,000 0 0 0 State Assistance 164,615,065 173,095,145 183,464,942 183,464,942 0 Revenue Total 165,000,868 174,595,145 183,464,942 183,464,942 0 Net County Cost (NCC): (1,143,603) 1,690,351 1,179,086 1,179,086 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 8% 5% 0% % Change in Total Rev 6% 5% 0% % Change in NCC (248%) (30%) 0% Program Description As part of the FY 2011–12 State Budget, the Legislature enacted a major shift of state program responsibilities and revenues to local governments. “2011 Realignment” funds various criminal justice, mental health, and social services programs annually through the 2011 Local Revenue Fund established in each County pursuant to statute. The 2011 Local Revenue Fund is composed of two departments: 0295 – Law Enforcement Services 0296 – Support Services Law Enforcement Services Description: This department includes dedicated funding streams for critical public safety activities, including: Trial Court Security, to fund costs of the Sheriff providing security to the local Superior Court. Law Enforcement Services, for front line law enforcement activities. Community Corrections, for allocation proposed by the Community Corrections Partnership and authorized by the Board of Supervisors. District Attorney/Public Defender, to fund the costs of Post Release Community Supervision prosecution and defense. Juvenile Justice, to fund the Youthful Offender Block Grant (YOBG) and Juvenile Re-entry programs. Public Safety Realignment Law and Justice 428 County of Contra Costa FY 2019-2020 Recommended Budget Law Enforcement Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $61,827,242 Financing: 60,648,156 Net Fund Cost: 1,179,086 Funding Sources: State Aid Realignment 98.1% $60,648,156 Fund Balance 1.9% 1,179,086 Support Services Description: This department includes dedicated funding streams for critical health and social service programs, including: Protective Services: Adoptions Adult Protective Services Child Abuse Prevention, Intervention and Treatment Child Welfare services Foster Care Behavioral Health: Early and Periodic Screening, Diagnostic and Treatment (EPSDT) Drug Court Drug Medi-Cal Medi-Cal Managed Care Non-drug Medi-Cal services Perinatal Drug Services Support Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $122,816,786 Financing: 122,816,786 Net Fund Cost:0 Funding Sources: State Aid Realignment 100.0% $122,816,786 CAO’s Recommendation The FY 2019-20 Recommended Budget projects a countywide allocation of $183,464,942 from the State based on the Governor’s January Proposed Budget. This figure is based on allocation factors used by various State agencies for the funding streams identified above. In addition, the Recommended Budget includes $1,179,086 in one-time fund balance appropriated for various services. The Recommended Budget represents a $8,869,797 or 5.1%, increase from the FY 2018- 19 Budget. The Governor’s projections will likely change in the State’s May Revised Budget. The County Administrator will continue to monitor impacts to the County from such changes during the State budget process. The 2011 Local Revenue Fund is a fund within the County Treasury mandated by statute to facilitate the transfer of sales tax and vehicle license fee revenue from the State to the County in public safety and health and human services departments as authorized by the 2011 Realignment legislation. The vast majority of revenue received in this fund is also budgeted in multiple County departments as a revenue reimbursement. For this reason, it may seem as though these funds are “double-counted”; however, this is not the case. These revenue reimbursements serve as a pass-through to support the operating budgets of those departments performing mandated functions required by 2011 Realignment. Sheriff-Coroner David O. Livingston, Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 429 Sheriff-Coroner Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 203,649,788 211,605,283 217,689,248 217,689,248 0 Services And Supplies 23,502,434 22,191,088 20,956,793 20,956,793 0 Other Charges 431,075 1,220,469 1,218,059 1,218,059 0 Fixed Assets 1,680,480 3,336,226 3,184,976 3,184,976 0 Expenditure Transfers 3,656,910 3,749,535 3,798,134 3,798,134 0 Expense Total 232,920,688 242,102,602 246,847,210 246,847,210 0 Revenue Other Local Revenue 67,206,731 73,795,018 73,818,007 73,818,007 0 Federal Assistance 7,448,530 6,896,878 1,504,939 1,504,939 0 State Assistance 70,969,034 70,806,264 73,799,264 73,799,264 0 Revenue Total 145,624,294 151,498,160 149,122,210 149,122,210 0 Net County Cost (NCC): 87,296,394 90,604,442 97,725,000 97,725,000 0 Allocated Positions (FTE) 1038.5 1035.5 1035.5 1035.5 0.0 Financial Indicators Salaries as % of Total Exp 87% 87% 88% 88% % Change in Total Exp 4% 2% 0% % Change in Total Rev 4% (2%) 0% % Change in NCC 4% 8% 0% Compensation Information Permanent Salaries 90,425,972 98,236,175 105,079,897 105,079,897 0 Temporary Salaries 1,616,308 1,567,061 1,567,061 1,567,061 0 Permanent Overtime 16,387,685 11,402,738 10,262,653 10,262,653 0 Deferred Comp 126,899 263,040 293,940 293,940 0 Comp & SDI Recoveries (518,463) (464,000) (464,000) (464,000) 0 FICA/Medicare 3,188,365 3,122,846 3,256,163 3,256,163 0 Ret Exp-Pre 97 Retirees 638,331 697,816 697,816 697,816 0 Retirement Expense 61,899,625 66,328,074 66,910,930 66,910,930 0 Excess Retirement 39,183 0 0 0 0 Employee Group Insurance 12,772,416 13,563,577 14,481,375 14,481,375 0 Retiree Health Insurance 8,739,956 8,951,926 8,746,780 8,746,780 0 OPEB Pre-Pay 2,818,517 2,818,517 3,828,405 3,828,405 0 Unemployment Insurance 237,616 35,035 43,881 43,881 0 Workers Comp Insurance 5,277,379 5,082,477 2,984,347 2,984,347 0 Sheriff-Coroner Law and Justice 430 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for five budget units administered by the Sheriff-Coroner. Included are data for the following budget units: 0255 – Field Enforcement 0277 – Sheriff Contract Services 0300 – Custody Services Bureau (Detention) 0359 – Coroner 0362 – Office of Emergency Services Major Department Responsibilities The mission of the Sheriff is to provide the most efficient and effective law enforcement services possible. The department shall provide administrative, investigative, technical, forensic, coroner, emergency, detention, and court security services. Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 431 Field Enforcement Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 107,210,443 108,855,055 112,560,454 112,560,454 0 Services And Supplies 11,691,755 11,235,878 10,939,209 10,939,209 0 Other Charges 408,472 955,017 952,607 952,607 0 Fixed Assets 1,222,573 1,969,852 1,924,602 1,924,602 0 Expenditure Transfers 3,619,400 3,251,583 3,411,055 3,411,055 0 Expense Total 124,152,643 126,267,385 129,787,927 129,787,927 0 Revenue Other Local Revenue 37,429,117 39,332,802 40,327,819 40,327,819 0 Federal Assistance 849,451 2,329,598 1,370,939 1,370,939 0 State Assistance 39,775,664 39,537,169 41,162,169 41,162,169 0 Revenue Total 78,054,232 81,199,569 82,860,927 82,860,927 0 Net County Cost (NCC): 46,098,410 45,067,817 46,927,000 46,927,000 0 Allocated Positions (FTE) 503.5 502.5 502.5 502.5 0.0 Financial Indicators Salaries as % of Total Exp 86% 86% 87% 87% % Change in Total Exp 2% 3% 0% % Change in Total Rev 4% 2% 0% % Change in NCC (2%) 4% 0% Compensation Information Permanent Salaries 46,854,310 48,938,192 51,991,031 51,991,031 0 Temporary Salaries 1,048,836 1,045,187 1,045,187 1,045,187 0 Permanent Overtime 6,479,506 4,902,714 4,862,629 4,862,629 0 Deferred Comp 88,637 154,980 182,340 182,340 0 Comp & SDI Recoveries (149,869) (457,000) (457,000) (457,000) 0 FICA/Medicare 1,833,961 1,802,579 1,899,860 1,899,860 0 Ret Exp-Pre 97 Retirees 316,752 376,090 376,090 376,090 0 Retirement Expense 30,164,499 31,364,177 31,620,009 31,620,009 0 Excess Retirement 39,183 0 0 0 0 Employee Group Insurance 6,309,861 6,504,010 7,048,741 7,048,741 0 Retiree Health Insurance 8,739,956 8,951,926 8,746,780 8,746,780 0 OPEB Pre-Pay 2,818,517 2,818,517 3,828,405 3,828,405 0 Unemployment Insurance 119,262 13,158 17,078 17,078 0 Workers Comp Insurance 2,547,032 2,440,524 1,399,305 1,399,305 0 Sheriff-Coroner Law and Justice 432 County of Contra Costa FY 2019-2020 Recommended Budget Description: Supports the basic law enforcement functions of the Sheriff's Office: patrol, investigations, criminalistics, communications, support services and administrative control. 1. Administrative Services Bureau Description: Provides leadership and management of the department, including general administration, personnel matters, budgetary control, enforcement of operational standards, training and internal affairs. FTE: 57.0 Administrative Services Bureau Summary Service: Discretionary Level of Service: Discretionary Expenditures: $27,810,326 Financing: 1,697,980 Net County Cost: 26,112,346 FTE: 57.0 2. Field Operations Bureau a. Patrol Services Division - Provides 24-hour per day law enforcement services to the unincorporated area of the county and contract agencies. Officers on patrol respond to emergency calls for service through the 911-dispatch function, as well as provide law enforcement services through self-initiated activity. The Patrol Services Division includes estimated revenue of $39,608,930 related to Proposition 172 sales tax revenue for use in the Field Operations Bureau. FTE: 225.0 (1) In the unincorporated area, law enforcement services are coordinated through four station houses (Bay Station, Delta Station, Valley Station, and Muir Station) that provide a community-based policing model. Each station house is commanded by a Lieutenant, who reports to the Division Commander (Captain). In addition to officers patrolling established areas, or "beats", the division staffs a special enforcement "J" team, which is able to provide a mobile, flexible response to increasing crime patterns or other special enforcement needs throughout the county. (2) Contract Police services provides 24- hour per day law enforcement services to the contract agencies including the cities of Danville, Lafayette, and Orinda; and other entities such as AC Transit. Officers on patrol respond to emergency calls for service through the 911-dispatch function, as well as provide law enforcement services through self-initiated activity. (3) The Marine Patrol division remains responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. (4) The Sheriff’s Helicopter Program serves as a force multiplier, assisting law enforcement teams on the ground with investigations and search & rescue operations. Patrol Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $54,499,549 Financing: 68,697,976 Net County Cost: (14,198,427) FTE: 225.0 b. Investigation Division – Conducts follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. The objectives of such investigations are the identification and prosecution of persons responsible for and the recovery of stolen property. FTE: 55.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 433 (1) General Criminal Investigations is the largest unit in the division and is responsible for the investigation and preparation of evidence for the prosecution of offenders involved in both felony crimes and cases involving juveniles. The Juvenile Assault/Sexual Assault Unit is responsible for follow-up investigations of child abuse cases and all sexual abuse cases. (2) The DA Investigations Unit provides investigator positions to the District Attorney’s Office under contract. (3) Civil Unit: Carries out the legal mandates of the Government Code and Code of Civil Procedure to serve all process of the courts that are delivered to the Sheriff. The Sheriff is legally obligated to exercise reasonable diligence in attempting to effect service of process and may face severe liability with regard to this function. Investigation Division Service: Mandatory Level of Service: Discretionary Expenditures: $13,552,791 Financing: 1,523,610 Net County Cost: 12,029,181 FTE: 55.0 3. Support Services Bureau a. Forensic Services Division – Provides the objective examination, evaluation, and comparison and interpretation of physical evidence related to the investigation of crimes. The Criminalistics Laboratory provides physical evidence examination to all government agencies in the County. These functions are offset by fees paid either contractually or on a fee-for-service basis. FTE: 64.5 (1) The General Criminalistics Unit is responsible for the analysis of diverse types of physical evidence and for the examination of crime scenes for the collection and reservation of evidence in criminal cases. (2) The Controlled Substance Analysis/Drug, Alcohol and Toxicology Unit has three major functions: the analysis of controlled substances seized by law enforcement officers; the analysis of blood, breath, and urine samples for the presence of alcohol and other controlled substances; and the analysis of physical evidence using highly sophisticated scientific equipment. (3) The CAL-ID Unit operates a computerized system for the identification of fingerprints. The Automated Latent Print System provides the same search capabilities for crime scene latent prints for the purpose of criminal identification. CAL-ID is a joint cities/County program in which the cities pay their share of expenses. (4) The Property Unit is responsible for the storage, disposition, and record keeping of all property and evidence related to pending cases. Forensic Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $15,655,861 Financing: 7,457,125 Net County Cost: 8,198,736 FTE: 64.5 b. Technical Services Division – Responds to citizens' requests for police, ambulance, and other emergency services (such calls for service are dispatched to patrol units, ambulance companies, and other service providers); indexes, stores, and retrieves all department records; processes arrest warrants and permits required by County Ordinance or state law; maintains crime statistics; and oversees the Automated Regional Information Exchange System (ARIES). Sheriff-Coroner Law and Justice 434 County of Contra Costa FY 2019-2020 Recommended Budget FTE: 101.0 In addition to providing technical support to the Sheriff’s Office for all automated systems, this division provides services through the following units: (1) Communications Unit: Represents the basic means for the public to contact and request public safety services. The Dispatch unit provides the essential communications link to the operational units of the department. The personnel also dispatch for other agencies, such as Emergency Medical Services and Animal Control, as well as several police departments through contractual agreements. (2) Records Unit: Receives and files all police reports, and maintains statistics regarding crimes for local, state, and federal reports; maintains booking records, compiles criminal histories, and issues permits and licenses in accordance with County Ordinance; processes warrants of arrest from the court, maintains, files, responds to inquiries from law enforcement agencies, and updates various automated databases at local, state, and federal levels. Technical Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $19,369,636 Financing: 4,584,472 Net County Cost: 14,785,164 FTE: 101.0 Field Enforcement Summary Service: Mandatory Level of Service: Discretionary Expenditures: $130,888,163 Financing: 83,961,163 Net County Cost: 46,927,000 Funding Sources: Sales Tax 30.3% $39,608,930 Charges for Serv 21.0% 27,432,985 Reimbursements 9.2% 12,018,693 State Aid 1.2% 1,553,239 Federal Aid 1.0% 1,370,939 Transfers 0.8% 1,100,236 Misc. Revenue 0.5% 694,641 Fines/Forfeitures 0.1% 150,000 Licenses & Permits 0.0% 31,500 General Fund 35.9% 46,927,000 FTE: 502.5 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 435 Sheriff Contract Services Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 18,875,883 20,653,914 21,852,226 21,852,226 0 Services And Supplies 161,107 189,845 189,812 189,812 0 Other Charges 829 0 0 0 0 Fixed Assets 0 9,162 9,162 9,162 0 Expenditure Transfers (795,196) (521,952) (613,829) (613,829) 0 Expense Total 18,242,624 20,330,969 21,437,371 21,437,371 0 Revenue Other Local Revenue 19,309,376 20,330,969 21,437,371 21,437,371 0 Revenue Total 19,309,376 20,330,969 21,437,371 21,437,371 0 Net County Cost (NCC): (1,066,752) 0 0 0 0 Allocated Positions (FTE) 119.0 120.0 120.0 120.0 0.0 Financial Indicators Salaries as % of Total Exp 103% 102% 102% 102% % Change in Total Exp 11% 5% 0% % Change in Total Rev 5% 5% 0% % Change in NCC (100%) (100%) 0% Compensation Information Permanent Salaries 8,971,365 10,060,632 11,102,034 11,102,034 0 Temporary Salaries 406,719 230,000 230,000 230,000 0 Permanent Overtime 1,050,570 828,527 828,527 828,527 0 Deferred Comp 1,365 24,900 37,020 37,020 0 Comp & SDI Recoveries (50,596) (7,000) (7,000) (7,000) 0 FICA/Medicare 283,635 255,005 289,391 289,391 0 Ret Exp-Pre 97 Retirees 65,148 56,500 56,500 56,500 0 Retirement Expense 6,252,241 7,158,281 7,307,057 7,307,057 0 Employee Group Insurance 1,345,178 1,494,914 1,671,547 1,671,547 0 Unemployment Insurance 23,111 5,074 5,619 5,619 0 Workers Comp Insurance 527,146 547,080 331,531 331,531 0 Sheriff-Coroner Law and Justice 436 County of Contra Costa FY 2019-2020 Recommended Budget Description: Provides police protection services to the Superior Court in courthouses located across the County as well as certain County departments, including the Employment and Human Services and the Health Services departments. 1. Court Security Services Description: Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. This division's budget is significantly offset by Court revenue for services provided to the Court under AB 109 Public Safety Realignment and pursuant to the Trial Court Funding Act. All costs eligible under Rule 10.810 of the California Rules of Court are reimbursed by the State. FTE: 86.0 Court Security Services Service: Mandatory Level of Service: Discretionary Expenditures: $16,716,359 Financing: 16,716,359 Net County Cost: 0 FTE: 86.0 2. Facility Security Contracts Description: Contract facility security services for the Health Services Department and the Employment and Human Services Department. FTE: 34.0 Facility Security Contracts Service: Mandatory Level of Service: Discretionary Expenditures: $5,422,571 Financing: 5,422,571 Net County Cost: 0 FTE: 34.0 Sheriff Contract Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $22,138,930 Financing: 22,138,930 Net County Cost: 0 Funding Sources: Reimbursements 75.5% $16,716,359 Charges for Serv 21.3% 4,721,012 Transfers 3.2% 701,559 FTE: 120.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 437 Custody Services Bureau Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 71,241,797 75,995,848 77,089,955 77,089,955 0 Services And Supplies 8,714,496 7,669,240 6,797,796 6,797,796 0 Other Charges 19,704 166,415 166,415 166,415 0 Fixed Assets 52,494 517,047 411,047 411,047 0 Expenditure Transfers 469,826 625,712 654,851 654,851 0 Expense Total 80,498,318 84,974,262 85,120,064 85,120,064 0 Revenue Other Local Revenue 8,739,101 12,289,982 10,261,474 10,261,474 0 Federal Assistance 6,422,866 4,517,280 84,000 84,000 0 State Assistance 29,720,331 29,969,590 31,337,590 31,337,590 0 Revenue Total 44,882,298 46,776,852 41,683,064 41,683,064 0 Net County Cost (NCC): 35,616,020 38,197,410 43,437,000 43,437,000 0 Allocated Positions (FTE) 391.0 388.0 388.0 388.0 0.0 Financial Indicators Salaries as % of Total Exp 89% 89% 91% 91% % Change in Total Exp 6% 0% 0% % Change in Total Rev 4% (11%) 0% % Change in NCC 7% 14% 0% Compensation Information Permanent Salaries 31,901,799 36,367,183 38,997,233 38,997,233 0 Temporary Salaries 124,049 236,500 236,500 236,500 0 Permanent Overtime 8,201,727 5,193,373 4,093,373 4,093,373 0 Deferred Comp 27,282 70,980 62,100 62,100 0 Comp & SDI Recoveries (317,651) 0 0 0 0 FICA/Medicare 978,532 976,434 974,287 974,287 0 Ret Exp-Pre 97 Retirees 235,334 238,150 238,150 238,150 0 Retirement Expense 23,226,538 25,748,328 25,941,584 25,941,584 0 Employee Group Insurance 4,731,490 5,194,566 5,354,356 5,354,356 0 Unemployment Insurance 87,727 15,362 19,678 19,678 0 Workers Comp Insurance 2,044,971 1,954,973 1,172,694 1,172,694 0 Sheriff-Coroner Law and Justice 438 County of Contra Costa FY 2019-2020 Recommended Budget Description: Provides for the care and custody of sentenced and unsentenced inmates who are incarcerated in the County's three adult detention facilities or who are deemed eligible for an alternative to custody. This function includes the intake process and transportation to designated courts and other jurisdictions. The three detention facilities, alternatives to detention, AB 09 Public Safety Realignment programming and court services divisions are described as follows: 1. Martinez Detention Facility (MDF) Description: Maximum-security institution, located in Martinez housing many of the County's unsentenced inmates awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the county. FTE: 143.0 Martinez Detention Facility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $30,291,984 Financing: 148,004 Net County Cost: 30,143,980 FTE: 143.0 2. West County Detention Facility (WCDF) Description: WCDF is a program-oriented facility located in Richmond housing medium- security prisoners. Inmates who present behavioral problems are returned to the MDF in Martinez. FTE: 131.0 West County Detention Facility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $26,524,788 Financing: 61,272 Net County Cost: 26,463,516 FTE: 131.0 3. Marsh Creek Detention Facility (MCDF) Description: Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced, minimum-security male inmates; however, unsentenced inmates may also be held at this facility. FTE: 21.0 Marsh Creek Detention Facility Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,488,110 Financing: 1,500 Net County Cost: 5,486,610 FTE: 21.0 4. Custody Alternative Facility (CAF) Description: The CAF program diverts persons who would be incarcerated into non-residential programs such as the Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor at no cost to the County, while relieving housing costs associated with incarceration. Home Detention and County Parole are also included in this division. The cost of this division is partially offset by user fees; cost savings is also realized through a decrease in the detention population. FTE: 23.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 439 Custody Alternative Facility Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,542,219 Financing: 450,000 Net County Cost: 4,092,219 FTE: 23.0 5. Custody Services Administration Description: Provides inmate classification and other detention management services. The Custody Services Administration budget includes estimated revenue of $31,053,975 related to Proposition 172 sales tax revenue for use in the Custody Services Bureau, including all adult detention facilities. FTE: 15.0 Custody Services Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,498,579 Financing: 32,171,416 Net County Cost: (28,672,837) FTE: 15.0 6. Public Safety Realignment (AB 109 Program) Description: Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non-serious, non-violent, non- sexual offenders in county custody pursuant to AB 109. FTE: 31.0 AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $8,945,148 Financing: 8,945,148 Net County Cost:0 FTE: 31.0 7. Detention Transportation Description: Provides inmate transportation between detention facilities and the Courts. FTE: 24.0 Detention Transportation Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,927,013 Financing: 3,500 Net County Cost: 5,923,513 FTE: 24.0 Custody Services Bureau Summary Service: Mandatory Level of Service: Mandatory Expenditures: $85,217,840 Financing: 41,780,840 Net County Cost: 43,437,000 Funding Sources: Sales Tax 36.4% $31,053,975 Reimbursements 11.1% 9,448,474 Charges for Serv 0.9% 807,000 State Aid 0.3% 283,615 Transfers 0.1% 97,776 Federal Revenue 0.1% 84,000 Misc. Revenue 0.0% 6,000 General Fund 51.0% 43,437,000 FTE: 388.0 Sheriff-Coroner Law and Justice 440 County of Contra Costa FY 2019-2020 Recommended Budget Coroner Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,329,189 2,250,189 2,340,613 2,340,613 0 Services And Supplies 1,050,435 995,476 992,527 992,527 0 Other Charges 183 0 0 0 0 Expenditure Transfers 49,609 52,832 52,860 52,860 0 Expense Total 3,429,417 3,298,496 3,386,000 3,386,000 0 Revenue Other Local Revenue 200,344 185,000 185,000 185,000 0 Revenue Total 200,344 185,000 185,000 185,000 0 Net County Cost (NCC): 3,229,073 3,113,496 3,201,000 3,201,000 0 Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0 Financial Indicators Salaries as % of Total Exp 68% 68% 69% 69% % Change in Total Exp (4%) 3% 0% % Change in Total Rev (8%) 0% 0% % Change in NCC (4%) 3% 0% Compensation Information Permanent Salaries 1,009,761 1,035,578 1,113,197 1,113,197 0 Temporary Salaries 4,536 27,374 27,374 27,374 0 Permanent Overtime 176,463 94,500 94,500 94,500 0 Deferred Comp 440 480 0 0 0 Comp & SDI Recoveries (347) 0 0 0 0 FICA/Medicare 20,613 18,751 20,106 20,106 0 Ret Exp-Pre 97 Retirees 9,621 6,200 6,200 6,200 0 Retirement Expense 900,864 853,767 884,387 884,387 0 Employee Group Insurance 144,503 157,630 161,252 161,252 0 Unemployment Insurance 2,634 521 561 561 0 Workers Comp Insurance 60,101 55,389 33,036 33,036 0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 441 Description: Determines the cause of death, specifically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days a week, and remove the deceased from place of death. A fee is in effect for the removal of deceased persons. This division has very little flexibility in reducing personnel expenditures and maintaining an around-the-clock presence. The Coroner is responsible for the operation of the County Morgue, the functions of which are mandated by state law. FTE: 9.0 Coroner Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,386,000 Financing: 185,000 Net County Cost: 3,201,000 Funding Sources: Removal Fee/Reports 4.6% $155,000 Misc. Revenue 0.9% 30,000 General Fund 94.5% 3,201,000 FTE: 9.0 Sheriff-Coroner Law and Justice 442 County of Contra Costa FY 2019-2020 Recommended Budget Office of Emergency Services Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 3,992,476 3,850,278 3,846,000 3,846,000 0 Services And Supplies 1,884,641 2,100,648 2,037,449 2,037,449 0 Other Charges 1,886 99,037 99,037 99,037 0 Fixed Assets 405,413 840,165 840,165 840,165 0 Expenditure Transfers 313,270 341,360 293,197 293,197 0 Expense Total 6,597,686 7,231,489 7,115,848 7,115,848 0 Revenue Other Local Revenue 1,528,793 1,656,265 1,606,343 1,606,343 0 Federal Assistance 176,212 50,000 50,000 50,000 0 State Assistance 1,473,038 1,299,505 1,299,505 1,299,505 0 Revenue Total 3,178,044 3,005,770 2,955,848 2,955,848 0 Net County Cost (NCC): 3,419,642 4,225,719 4,160,000 4,160,000 0 Allocated Positions (FTE) 16.0 16.0 16.0 16.0 0.0 Financial Indicators Salaries as % of Total Exp 61% 53% 54% 54% % Change in Total Exp 10% (2%) 0% % Change in Total Rev (5%) (2%) 0% % Change in NCC 24% (2%) 0% Compensation Information Permanent Salaries 1,688,737 1,834,589 1,876,401 1,876,401 0 Temporary Salaries 32,168 28,000 28,000 28,000 0 Permanent Overtime 479,418 383,624 383,624 383,624 0 Deferred Comp 9,175 11,700 12,480 12,480 0 FICA/Medicare 71,623 70,078 72,520 72,520 0 Ret Exp-Pre 97 Retirees 11,476 20,876 20,876 20,876 0 Retirement Expense 1,355,484 1,203,522 1,157,894 1,157,894 0 Employee Group Insurance 241,384 212,458 245,480 245,480 0 Unemployment Insurance 4,882 920 944 944 0 Workers Comp Insurance 98,130 84,511 47,782 47,782 0 Description: Provides planning, training, and support services to help citizens and agencies prepare for and manage disaster, including simulation exercise drills. This Division also manages the Sheriff’s Homeland Security Unit, which has responsibility for crime prevention, crime analysis, intelligence, and management of the Countywide Community Warning System. FTE: 16.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 443 1. Emergency Services Support Description: Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other significant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. FTE: 3.0 Emergency Services Support Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,269,706 Financing: 32,500 Net County Cost: 1,237,206 FTE: 3.0 2. Emergency Services Description: Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. FTE: 10.0 Emergency Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,778,535 Financing: 215,000 Net County Cost: 2,563,535 FTE: 10.0 3. Community Warning System Description: Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. FTE: 3.0 Community Warning System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,338,843 Financing: 1,338,843 Net County Cost:0 FTE: 3.0 4. Homeland Security Grants Description: Homeland Security grant management and centralization. Homeland Security Grants Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,349,505 Financing: 1,349,505 Net County Cost:0 Sheriff-Coroner Law and Justice 444 County of Contra Costa FY 2019-2020 Recommended Budget 5. Special Weapons and Tactics (SWAT) Team Description: The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. Special Weapons and Tactics (SWAT) Team Summary Service: Discretionary Level of Service: Discretionary Expenditures: $379,259 Financing: 20,000 Net County Cost: 359,259 Office of Emergency Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $7,115,848 Financing: 2,955,848 Net County Cost: 4,160,000 Funding Sources: Intergovernmental 22.0% $1,565,505 Charges for Serv 19.1% 1,358,843 Misc. Revenue 0.4% 31,500 General Fund 58.5% 4,160,000 FTE: 16.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 445 Miscellaneous Programs (Non-General Fund) 1. Central Identification Bureau Description: Provides for operation of the statewide Automated Fingerprint Identification System (AFIS) for all law enforcement agencies in the County. Monies budgeted in this fund will be spent pursuant to direction of the Random Access Network Board. Central Identification Bureau Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,437,000 Financing: 2,437,000 Net Fund Cost: 0 Funding Sources: Intergovernmental 90.3% $2,200,000 Misc. Revenue 8.2% 201,000 Use of Money 1.5% 36,000 2. Controlled Substance Analysis Description: Provides criminalistics laboratory analysis of controlled substances in a timely fashion and in order to increase the effectiveness of criminal investigation and prosecution. Controlled Substance Analysis Summary Service: Discretionary Level of Service: Mandatory Expenditures: $22,000 Financing: 22,000 Net Fund Cost:0 Funding Sources: General Fines 95.5% $21,000 Use of Money 4.5% 1,000 3. Countywide Gang & Drug Trust Description: Provides for expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. Countywide Gang & Drug Trust Summary Service: Discretionary Level of Service: Discretionary Expenditures: $77,000 Financing: 77,000 Net Fund Cost: 0 Funding Sources: Intergovernmental 93.5% $72,000 Use of Money 6.5% 5,000 4. County Law Enforcement Capital Projects Description: Provides for the replacement and enhancement of a countywide law enforcement communication and helicopter major parts replacement. County Law Enforcement Capital Projects Summary Service: Discretionary Level of Service: Discretionary Expenditures: $173,000 Financing: 173,000 Net Fund Cost:0 Funding Sources: Transfers 92.5% $160,000 Use of Money 7.9% 12,000 Charges for Serv 0.6% 1,000 Sheriff-Coroner Law and Justice 446 County of Contra Costa FY 2019-2020 Recommended Budget 5.Narcotic Forfeiture Description: Provides support for tracking the assets of persons involved in narcotics crimes and for ongoing narcotics enforcement efforts; maximizes forfeited assets and augments traditional law enforcement programs. The budget is divided into federal, state and local, and Department of the Treasury forfeited assets. Narcotic Forfeiture Summary Service: Discretionary Level of Service: Mandatory Expenditures: $100,000 Financing: 108,000 Net Fund Cost:0 Funding Sources: Seizures 94.4% $102,000 Use of Money 5.6% 6,000 6. Prisoners Welfare Fund Description: Pursuant to Penal Code Section 4025, provides for the revenues associated with the detention commissary and commission from detention pay telephones. These revenues are used to fund educational opportunities for inmates. FTE: 6.0 Prisoners Welfare Fund Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,428,000 Financing: 1,341,000 Net Fund Cost: 87,000 Funding Sources: Miscellaneous 91.5% $1,306,000 Charges for Svc 2.4% 34,000 Use of Money 0.1% 1,000 Fund Balance 6.1% 87,000 FTE: 6.0 7. Supplemental Law Enforcement Services Funds (SLESF) – Front Line Enforcement and Jail Operations Description: As provided by AB 3229 (Chapter 134, Statutes of 1996), the State supplements otherwise available funding for local public safety services (COPS). These funds are used for jail operations and enhancement of Patrol Division services including the Air Support Unit. SLESF is now subsumed under the County’s Local Revenue Fund pursuant to AB 109 Public Safety Realignment. SLESF-Front Line Enforcement and Jail Operations Summary Service: Discretionary Level of Service: Mandatory Expenditures: $917,000 Financing: 917,000 Net Fund Cost: 0 Funding Sources: Public Safety Realignment 100.0% $917,000 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 447 8. Traffic Safety Description: Provides for the cost of official traffic control devices, the maintenance thereof; equipment and supplies for traffic law enforcement and traffic accident prevention; the maintenance, improvement or construction of public streets, bridges and culverts; and in some cases, school crossing guards within a Board- governed police services area. Traffic Safety Summary Service: Mandatory Level of Service: Mandatory Expenditures: $15,000 Financing: 15,000 Net Fund Cost: 0 Funding Sources: Fines 74.0% $11,095 Charges for Svc 20.2% 3,025 Use of Money 5.9% 880 9. Trial Court Security Description: Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. Trial Court Security Summary Service: Mandatory Level of Service: Discretionary Expenditures: $16,046,724 Financing: 16,046,724 Net Fund Cost: 0 Funding Sources: Public Safety Realignment 100.0% $16,046,724 Sheriff-Coroner Law and Justice 448 County of Contra Costa FY 2019-2020 Recommended Budget Law Enforcement Training Center Enterprise Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,641,818 1,919,440 1,973,307 1,973,307 0 Services And Supplies 174,868 296,180 297,874 297,874 0 Other Charges 228,575 197,779 167,503 167,503 0 Expenditure Transfers 150,638 52,698 67,695 67,695 0 Expense Total 2,195,900 2,466,098 2,506,379 2,506,379 0 Revenue Other Local Revenue 1,912,092 2,286,098 2,326,379 2,326,379 0 State Assistance 277,207 180,000 180,000 180,000 0 Revenue Total 2,189,299 2,466,098 2,506,379 2,506,379 0 Net County Cost (NCC): 6,601 0 0 0 0 Allocated Positions (FTE) 17 17 17 17 0 Financial Indicators Salaries as % of Total Exp 75% 78% 79% 79% % Change in Total Exp 12% 2% 0% % Change in Total Rev 13% 2% 0% % Change in NCC (100%) 0% 0% Compensation Information Permanent Salaries 722,836 910,859 959,921 959,921 0 Temporary Salaries 203,921 300,000 240,000 240,000 0 Permanent Overtime 270,640 220,000 280,000 280,000 0 Deferred Comp 0 1,800 1,800 1,800 0 Comp & SDI Recoveries (640) 0 0 0 0 Vacation/Sick Leave Accrual 2,144 0 0 0 0 FICA/Medicare 72,846 70,594 74,814 74,814 0 Ret Exp-Pre 97 Retirees 1,908 2,638 2,638 2,638 0 Retirement Expense 212,415 255,856 257,962 257,962 0 Employee Group Insurance 102,459 120,504 134,070 134,070 0 Unemployment Insurance 2,656 461 489 489 0 Workers Comp Insurance 50,633 36,727 21,613 21,613 0 Law Enforcement Training Center Description: Established as a cost-neutral enterprise fund, the Sheriff’s Office, with the Contra Costa College District at Los Medanos Community College, provides specialized training to law enforcement personnel. FTE: 17.0 LETC Enterprise Fund Service: Discretionary Level of Service: Discretionary Expenditures: $2,506,379 Financing: 2,506,379 Net Fund Cost: 0 Funding Sources: Misc. Revenue 55.5% $1,391,981 Charges for Srvc 37.3% 934,398 Intergovernmental 7.2% 180,000 FTE: 17.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 449 CAO’s Recommendation The Recommended Budget includes an increase in expenditure appropriations by $4.7 million, or 2.0%, and decreases estimated revenue by $2.3 million, or 1.6%, resulting in an increase in net county cost of $7.1 million, or 7.9%, over the FY 2018-19 Budget. The Recommended Budget includes an existing vacancy factor of $5,656,326. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. The vacancy factor remains unchanged from the FY 2018-19 Budget and is included in County Patrol, which is consistent with FY 2018-19 Budget. The County Administrator acknowledges that the Sheriff’s Office has been asked to manage this vacancy factor and the Sheriff can choose where best to allocate expenditure savings throughout his department (not just in County Patrol). For this reason, it is important to note that for budget tracking purposes, the reduction has been placed in County Patrol, but will likely be redirected throughout the department at the Sheriff’s discretion. The Recommended Budget also includes a decrease of $4.4 million in Federal revenue due to the cancelation of a contract to hold Immigration and Customs Enforcement (ICE) detainees at the West County Detention Facility. The estimated revenue also includes an estimated increase to Proposition 172 sales tax revenue of $3.1 million, from $67.5 million to $70.6 million. Proposition 172 revenue funds core patrol and custody services within the Sheriff’s Office budget. Note: The County Administrator has developed recommendations based on service level impacts communicated by the Office of the Sheriff-Coroner. It is acknowledged that the Sheriff-Coroner is an elected official and has ultimate discretion on how to best deploy resources within his department using appropriations allocated by the Board of Supervisors. Performance Measurement The Sheriff’s Office is committed to providing the highest quality police services throughout the unincorporated communities of the County. The Office remains committed to our mission to recruit, hire and train the most qualified staff in response to the ever-present vacancy rate created by the shortage of experienced police officers in the job market. The Sheriff has implemented two important progressive training initiatives that will continue into this fiscal year, Implicit Bias Training and Crisis Intervention De-escalation. Implicit Bias training will be given to all Sheriff Office personnel, both sworn and civilian professional staff. This training was first rolled out to executive managers last fiscal year – including the Sheriff and Executive Staff. The Office will also continue with its certified Crisis Intervention and De-escalation Training with the goal to train all Sheriff personnel. The Emergency Services Division (ESD) will participate in multiple training exercises this fiscal year to enhance our capabilities in response to natural and man-made disasters. ESD will host the several Incident Command System operations trainings and participate in three all hazards Emergency Operations Center tabletop exercises and one Emergency Operations Center functional activation exercise in 2019. The Community Warning System will continue to expand outreach efforts to all community members through increased targeted multi-media and collaboration with local partners with the goal of increasing community engagement and understanding of the system. The Emergency Services Support Unit will strive to provide equipment and personnel support for law enforcement and search and rescue mutual aid requests throughout Contra Costa County and the State of California. The Office continues to seek out opportunities to collaborate with other agencies and community partners to align forces to better meet the needs of the community we serve. Currently patrol staffing levels are not at the level needed to facilitate new programs. However, the Office remains committed to taking an active role in these partnerships as staffing levels improve. Sheriff-Coroner Law and Justice 450 County of Contra Costa FY 2019-2020 Recommended Budget Administrative and Programs Goals The Office of the Sheriff is committed to the following goals for FY 2019-20: Continue to manage the County’s new Office of Emergency Services (OES) and Sheriff’s Administration building project to ensure the County is adequately prepared to respond to major unplanned disasters affecting the citizens of Contra Costa County and surrounding areas. Become an active partner in the County’s Mental Health Evaluation Team (MHET) to reduce violent law enforcement encounters with the mentally ill by working together with County Behavioral Health specialists to increase mental health services and thereby decrease the incarceration rate of the mentally ill. Provide unincorporated Contra Costa County with the highest level of law enforcement services possible while remaining within budgetary constraints. Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 451 Summary Superior Court Related Functions General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 935,402 878,928 926,537 926,537 0 Services And Supplies 1,617,403 1,900,196 1,139,849 1,139,849 0 Other Charges 15,450,306 15,545,942 15,451,000 15,451,000 0 Expenditure Transfers 0 20,000 0 0 0 Expense Total 18,003,111 18,345,066 17,517,386 17,517,386 0 Revenue Other Local Revenue 6,195,920 5,943,066 6,115,386 6,115,386 0 State Assistance 145,255 177,000 82,000 82,000 0 Revenue Total 6,341,175 6,120,066 6,197,386 6,197,386 0 Net County Cost (NCC): 11,661,936 12,225,000 11,320,000 11,320,000 0 Financial Indicators Salaries as % of Total Exp 5% 5% 5% 5% % Change in Total Exp 2% (5%) 0% % Change in Total Rev (3%) 1% 0% % Change in NCC 5% (7%) 0% Compensation Information Temporary Salaries 206,143 148,000 148,000 148,000 0 FICA/Medicare 15,770 0 10,000 10,000 0 Unemployment Insurance 454 0 450 450 0 Workers Comp Insurance 1,814 0 1,500 1,500 0 Labor Received/Provided 711,222 730,928 766,587 766,587 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the County Administrator’s Office. Included are data for the following budget units: 0202 – Trial Court Programs 0238 – Civil Grand Jury 0239 – Criminal Grand Jury Major Department Responsibilities The mission of Superior Court-related functions is to provide for all court services not eligible for state funding under the California Rule of Court 810, and includes the County’s subsidy to the State in the case of Trial Court Programs; to examine management, operations and procedures of the County, cities and other local public agencies in the case of the Civil Grand Jury; to examine evidence presented by the District Attorney in the case of the Criminal Superior Court Related Functions Law and Justice 452 County of Contra Costa FY 2019-2020 Recommended Budget Grand Jury; and to provide funding for local dispute resolution as an alternative to formal court proceedings in the case of the Dispute Resolution Program; and to provide debt service payments for the Family Law Center on behalf of the Superior Court. Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 453 Trial Court Programs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 935,402 878,928 926,537 926,537 0 Services And Supplies 1,434,002 1,674,696 933,849 933,849 0 Other Charges 15,450,306 15,545,942 15,451,000 15,451,000 0 Expenditure Transfers 0 20,000 0 0 0 Expense Total 17,819,710 18,119,566 17,311,386 17,311,386 0 Revenue Other Local Revenue 6,195,920 5,943,066 6,115,386 6,115,386 0 State Assistance 145,255 177,000 82,000 82,000 0 Revenue Total 6,341,175 6,120,066 6,197,386 6,197,386 0 Net County Cost (NCC): 11,478,535 11,999,500 11,114,000 11,114,000 0 Financial Indicators Salaries as % of Total Exp 5% 5% 5% 5% % Change in Total Exp 2% (4%) 0% % Change in Total Rev (3%) 1% 0% % Change in NCC 5% (7%) 0% Compensation Information Temporary Salaries 206,143 148,000 148,000 148,000 0 FICA/Medicare 15,770 0 10,000 10,000 0 Unemployment Insurance 454 0 450 450 0 Workers Comp Insurance 1,814 0 1,500 1,500 0 Labor Received/Provided 711,222 730,928 766,587 766,587 0 Description: Provides for the General Fund subsidy for Court operations to the State of California, and all court services not eligible for State funding under California Rule of Court 810 including capital case costs, certain homicide case costs, and collections of court-ordered fees and fines. Superior Court Related Functions Law and Justice 454 County of Contra Costa FY 2019-2020 Recommended Budget Trial Court Programs Summary Service: Mandatory Level of Service: Mandatory Expenditures: $17,311,386 Financing: 6,197,386 Net County Cost: 11,114,000 Funding Sources: Charges for Serv 21.6% $ 3,745,444 Fine/Forfs/Penalties 13.5% 2,345,692 Intergov Revenue 0.5% 82,000 Lics/Perm/Franchises 0.1% 24,250 General Fund 64.2% 11,114,000 Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 455 Civil Grand Jury General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 139,869 155,500 156,000 156,000 0 Expense Total 139,869 155,500 156,000 156,000 0 Net County Cost (NCC): 139,869 155,500 156,000 156,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 11% 0% 0% % Change in Total Rev % Change in NCC 11% 0% 0% Description: Examine accounts of County, cities and other local public agencies, review management of County departments, and publish its findings and recommendations in an annual report. The Grand Jury may order special audits or investigations. Civil Grand Jury Summary Service: Mandatory Level of Service: Discretionary Expenditures: $155,500 Financing: 0 Net County Cost: 155,500 Funding Sources: General Fund 100.0% $155,500 Superior Court Related Functions Law and Justice 456 County of Contra Costa FY 2019-2020 Recommended Budget Criminal Grand Jury General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 43,532 70,000 50,000 50,000 0 Expense Total 43,532 70,000 50,000 50,000 0 Net County Cost (NCC): 43,532 70,000 50,000 50,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 61%(29%) 0% % Change in Total Rev 0%0% 0% % Change in NCC 61%(29%) 0% Description: Examines evidence presented by the District Attorney and returns criminal indictments directly to the Superior Court. Criminal Grand Jury Summary Service: Mandatory Level of Service: Discretionary Expenditures: $50,000 Financing:0 Net County Cost: 50,000 Funding Sources: General Fund 100.0% $50,000 Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 457 Miscellaneous Programs (Non-General Fund) 1. Dispute Resolution Program Description: Provides for the establishment and funding, at County option, of local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. This program is funded from an $8 portion of court civil filing fees. Services are provided by professional contractors. Dispute Resolution Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $180,000 Financing: 180,000 Net Fund Cost: 0 Funding Sources: Court Filing Fees 98.6% $177,500 Investment Earnings 1.4% 2,500 Fund 112600 2. Criminal Justice Facility Construction Description: Fund established pursuant to Government Code 76100 to assist the county in the construction, reconstruction, expansion, improvement, operation, or maintenance of county criminal justice and court facilities and for improvement of criminal justice automated information systems. The fund accumulates deposits of surcharges on every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses. The Criminal Justice Facility Construction Fund is used to pay the debt on the District Attorney Office facility in Martinez and for maintenance of criminal justice facilities. Criminal Justice Facility Construction Service: Discretionary Level of Service: Mandatory Expenditures: $ 950,365 Financing: 950,365 Net Fund Cost: 0 Funding Sources: Fines & Forfeit 99.4% $944,965 Investment Earnings 0.6% 5,400 Fund 110600 3. Courthouse Construction Description: Fund established pursuant to Government Code 76100 to assist the County in the acquisition, rehabilitation, construction, and financing of courtrooms, a courtroom building or buildings that contain facilities necessary or incidental to the operation of the justice system, or court facilities. The fund accumulates deposits of surcharges on every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses. Pursuant to the Trial Court Facilities Act of 2002, counties are required to transfer any fund balances to the State unless there remains bonded indebtedness for local court facilities. The County’s Courthouse Construction Fund is used to pay the debt on the Family Law Center facility in Martinez and for the County’s share of emergency maintenance costs for shared courthouse facilities. Superior Court Related Functions Law and Justice 458 County of Contra Costa FY 2019-2020 Recommended Budget Courthouse Construction Service: Discretionary Level of Service: Mandatory Expenditures: $ 806,550 Financing:806,550 Net Fund Cost: 0 Funding Sources: Fines & Forfeit 98.0% $790,210 Investment Earnings 2.0% 16,340 Fund 110700 4. Family Law Center - Debt Service Description: Provided for the Superior Court’s share of the annual debt service payment obligations for the Family Law Center. These funds were transferred to the County pursuant to a settlement agreement between the County and the Contra Costa County Superior Court dated December 1, 2009. Family Law Center – Debt Service Service: Discretionary Level of Service: Mandatory Expenditures: $2,129,142 Financing: Net Fund Cost: 2,129,142 Funding Sources: Fund Balance 100.0% $2,129,142 Fund 135400 CAO’s Recommendation The Trial Court Funding Act of 1997 consolidated all court funding at the State level, capped counties’ financial responsibility at the 1994 level, required the State to fund all future growth in the cost of court operations, and raised a number of civil court fees to generate more revenue for the trial courts. Under the Act, counties remain fiscally responsible for an annual maintenance of effort payment to the State, annual payments for shared facilities, criminal defense and prosecution costs, the criminal and civil grand juries, judicial benefits for current judges who were serving as judicial officers in 1997, and the collection of court-ordered fines and fees. The budget for Superior Court Related Functions accounts for these fiscal responsibilities. Baseline revenues are increased slightly (1%) based on current year projections but it should be noted that fines and forfeitures revenue has shown a steady decline since FY 2010-11. Indeed, revenues have declined by nearly a third in just the last five years. The Court, which operates the court-ordered debt collection program, has attributed the decline to a combination of new legislation and policies affecting the assessment of fines and penalties. The State-mandated amnesty and driver’s license hold release programs were active from October 2015 through April 3, 2017. The driver’s license holds were released upon payment of a fraction of the balance owed. Many of the individuals enrolled in the amnesty and/or driver license hold release programs defaulted on their payment plans after their first or second installment, leaving the Court’s collection agency without any real tools to collect further payments. Effective June 27, 2017, Assembly Bill (AB) 103 repealed the Court’s authority to report Failure to Appear (FTP) violations to the Department of Motor Vehicles (DMV) pursuant to California Vehicle Code (CVC) sections 40509 and 40509.5. The new law also repealed DMV’s authority to suspend a person’s driving privilege based upon notice of an FTP violation pursuant to CVC section 13365. Though the bill was effective in June 2017, the Presiding Judge of Contra Costa implemented the changes in May 2016 in anticipation of this legislative change and due to potential exposure to litigation. AB 103 removed the incentive for defendants to pay their traffic dockets in full, as their license status is now unaffected by their unpaid tickets. Similarly, the amnesty and driver’s license hold release programs released holds on licenses with remittance of first payment, and without the balances being paid in full. Without holds on Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 459 their driver’s licenses or negative reporting to the credit bureaus (which were stopped around 2015 by then Attorney-General Kamala Harris), there is little left to incentivize paying in full. As part of the County’s AB 109 anti-recidivism efforts, the Contra Costa County Public Defender has also launched a program to send text messages to their clients to remind them of court dates. This has also served to decrease fines for failure to appear for court hearings. Lastly, the California Rules of Court were updated in 2017 to require trial courts to determine a defendant’s ability to pay, if requested by the defendant (CRC 4.335). The County and Court worked together to implement this new policy, but it has led to the further reduction of balances of fines and fees, and collections. Defendants are now able to request ability-to-pay hearings any time they experience a change in financial circumstance. The Baseline expenditures are decreased from the current year budget by a net amount of $827,680, reflecting: a decrease of $30,000 in the transfer to the State of 50% of the estimated excess fines and forfeitures revenue above the statutory base, as required by the Trial Court Funding Act. a decrease of $450,000 in the provision for court-appointed counsel in homicide cases. a decrease of $300,000 in the provision for outside attorney and witness fees for capital cases. a decrease in the cost of revenue collection of $65,000. an increase of $47,600 in compensation costs for four deputy probation officers assigned to the Superior Court under the 1992 Court Probation Officer Program, and clerks assigned to capital cases. a decrease of $20,000 in the provision for the criminal grand jury. miscellaneous other adjustments comprising a net decrease of $10,280. The Recommended Budget is equivalent to the Baseline budget, and includes General Fund appropriations in the amount of $15.2 million for transfer to the State to subsidize the cost of the local Superior Court, and $2 million for other court functions for which the County is financially responsible under the Trial Court Funding and Public Safety Realignment (AB 109)* Acts. Superior Court Related Functions also include four non-General Fund programs that provide for local dispute resolution services and funding for debt service payments on the District Attorney Office facility and the Peter L. Spinetta Family Law Center in Martinez. Note that Superior Court programs are mandated and should the recommended budget prove to be insufficient, mid-year augmentations will be required from the County’s reserves or through mid-year reductions in other County programs. *Note that the Sheriff’s Department earns revenue in consideration for providing bailiff and security services to the Court. These costs and revenues are reported in the County Local Revenue Fund and the Sheriff’s Department budget. Performance Measurement The County and the Superior Court worked cooperatively to formalize policies related to access and use of confidential criminal justice information and collaborated on programs to improve criminal justice program policies and procedures, such as mental health pre-trial diversion. Administrative and Program Goals In fiscal year 2019-2020, the County Administrator will continue to work with the Superior Court to: Implement, in a coordinated fashion, the County’s new criminal justice case management systems and automated warrant system to maintain a seamless interface between County and Court systems; Maximize revenue recovery and minimize the cost of revenue collection; and Identify additional opportunities to collaborate to improve criminal justice program policies and procedures. Superior Court Related Functions Law and Justice 460 County of Contra Costa FY 2019-2020 Recommended Budget Fire Districts Fire DistrictsCounty of Contra Costa Lewis T. Broschard III, Fire Chief Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 461 Contra Costa County Fire Protection District – Fire Protection Summary CCCFPD Operating Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 93,282,111 101,962,809 109,541,171 110,925,446 1,384,275 Services And Supplies 9,651,877 9,594,860 10,918,708 10,921,324 2,616 Other Charges 5,828,642 6,083,935 5,886,712 5,886,712 0 Fixed Assets 939,428 1,990,341 1,327,600 1,327,600 0 Expenditure Transfers 17,383,517 18,128,118 18,909,766 18,909,766 0 Expense Total 127,085,576 137,760,063 146,583,957 147,970,848 1,386,891 Revenue Other Local Revenue 133,267,061 135,499,722 144,924,210 145,836,738 912,528 Federal Assistance 110,070 408,341 1,244,110 1,244,110 0 State Assistance 851,664 890,000 890,000 890,000 0 Revenue Total 134,228,795 136,798,063 147,058,320 147,970,848 912,528 Net Fund Cost (NFC): (7,143,219) 962,000 (474,363) 0 474,363 Allocated Positions (FTE) 360.6 397.6 397.6 404.6 7.0 Financial Indicators Salaries as % of Total Exp 73% 74% 75% 75% % Change in Total Exp 8% 6% 1% % Change in Total Rev 2% 8% 1% % Change in NFC (113%) (149%) (100%) Compensation Information Permanent Salaries 37,539,490 44,255,551 47,814,300 48,547,925 733,625 Temporary Salaries 429,886 300,000 300,000 300,000 0 Permanent Overtime 12,066,655 10,856,620 12,626,700 12,638,020 11,320 Deferred Comp 34,606 65,460 65,460 70,860 5,400 Comp & SDI Recoveries (553,444) 0 0 0 0 FICA/Medicare 752,071 844,083 913,886 924,688 10,802 Retirement Expense 25,561,030 27,979,168 29,948,430 30,390,413 441,983 Excess Retirement 89,969 90,000 140,000 140,000 0 Employee Group Insurance 5,496,963 5,936,341 6,713,653 6,838,926 125,273 Retiree Health Insurance 5,134,168 5,252,000 5,170,250 5,170,250 0 OPEB Pre-Pay 1,959,289 1,959,289 2,208,123 2,208,123 0 Unemployment Insurance (22) 0 0 0 0 Workers Comp Insurance 4,771,450 4,424,296 3,640,369 3,696,241 55,872 Contra Costa County FPD Special District 462 County of Contra Costa FY 2019-20 Recommended Budget Department Description The preceding table represents information, in aggregate, summarizing expenditures and revenue for the fire suppression/emergency medical response crews, fire prevention bureau, communications center, apparatus shop, training section, emergency medical services office, and administration functions section. Major Department Responsibilities The Contra Costa County Fire Protection District (CCCFPD) is responsible for providing fire suppression responses to both structure and wildland fires; emergency medical services including paramedic responses, rescue responses, hazardous materials responses; plan review, code enforcement, fire/arson investigation, weed abatement, public education, permits issuance required by Fire Code; and ensuring water supply needed for fire flow, compliance-based inspections, and training. CCCFPD Operating Fund Summary Service: Mandatory Level of Service: Discretionary Expenditures: $147,970,848 Financing: 147,970,848 Net Fund Cost: 0 Funding Sources: Property Taxes 88.0% $130,204,300 Charges for Svcs 7.3% 10,766,348 Intergovernmental 3.5% 5,133,810 Misc. Revenue 1.3% 1,866,390 FTE: 404.6 Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 463 Contra Costa County Fire Protection District – EMS Transport Summary CCCFPD EMS TRANSPORT FUND 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,193,506 2,450,572 2,614,921 3,103,352 488,431 Services And Supplies 37,716,018 58,361,769 40,820,219 40,820,219 0 Other Charges 789,364 887 201,039 201,039 0 Fixed Assets 211,169 420,000 1,300,000 1,300,000 0 Expenditure Transfers 4,468,223 2,756,600 1,716,390 1,716,390 0 Expense Total 44,378,280 63,989,828 46,652,569 47,141,000 488,431 Revenue Other Local Revenue 49,946,668 47,500,000 52,200,000 52,200,000 0 State Assistance 760,838 0 0 0 0 Revenue Total 50,707,506 47,500,000 52,200,000 52,200,000 0 Net Fund Cost (NFC): (6,329,226) 16,489,828 (5,547,431) (5,059,000) 488,431 Allocated Positions (FTE) 7.0 11.0 11.0 12.0 1.0 Financial Indicators Salaries as % of Total Exp 3% 4% 6% 7% % Change in Total Exp 44% (27%) 1% % Change in Total Rev (6%) 10% 0% % Change in NFC (361%) (134%) (9%) Compensation Information Permanent Salaries 655,077 1,400,367 1,429,563 1,772,657 343,094 Permanent Overtime 108,329 85,000 210,000 210,000 0 Deferred Comp 0 3,840 3,600 5,400 1,800 FICA/Medicare 10,930 20,615 32,582 37,557 4,975 Ret Exp-Pre 97 Retirees 3,136 0 0 0 0 Retirement Expense 250,591 632,315 669,154 764,329 95,175 Employee Group Insurance 90,833 169,269 163,977 181,632 17,655 Unemployment Insurance 1,689 0 0 0 0 Workers Comp Insurance 72,922 139,165 106,045 131,777 25,732 Description: The EMS Transport Fund was created in 2015 following the award of a contract to the District by the County EMS Agency to provide emergency medical services throughout the County. The Fund allows the District to track reimbursement revenue from governmental, commercial and private payers for EMS services rendered along with expenditures associated with the provision of those services. Contra Costa County FPD Special District 464 County of Contra Costa FY 2019-20 Recommended Budget CCCFPD EMS Transport Fund Service: Discretionary Level of Service: Discretionary Expenditures: $47,141,000 Financing: 52,200,000 Net Fund Cost: (5,059,000) Funding Sources: Cost Recovery 100.0% $47,141,000 FTE: 12.0 Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 465 Non-Operating Funds Non-operating fund budget units include developer fee accounts that are restricted to capital needs necessitated by growth, Pension Obligation Bond (POB) Debt Service and Stabilization fund budget units that were created pursuant to the issuance of pension obligation bonds in July 2005, and the EMS Transport Fund (reported on the previous page) created in 2015 to track expenditures and reimbursement revenue associated with the provision of ambulance service. CCFPD Capital Outlay Fund The Capital Outlay Fund includes funds collected during the building permit process and is intended to ameliorate the impact of new construction service demands on District capital needs. This fund is primarily intended for major capital outlay projects such as new fire stations. CCCFPD Capital Outlay Fund Service: Discretionary Level of Service: Discretionary Expenditures: $54,502 Financing: 20,000 Net Fund Cost: 34,502 Funding Sources: Fund Balance 63.3% $34,502 Developer Fees 36.7% 20,000 Pittsburg Special Fund The Pittsburg Special Fund is comprised of fees collected in the Pittsburg area and by agreement with the City of Pittsburg for capital purchases. Pittsburg Special Fund Service: Discretionary Level of Service: Discretionary Expenditures: $167,706 Financing: 100 Net Fund Cost: 167,606 Funding Sources: Fund Balance 99.9% $167,606 Use of Money 0.1% 100 CCCFPD New Development Fee Fund The CCCFPD New Development Fee Fund, established in August 2006, replaces both the CCCFPD and Riverview Fire Developer Fee Funds. This fund includes monies collected during the building permit process in all of the unincorporated areas of the District and is intended to mitigate the impact of new construction service demands on District capital needs. CCCFPD New Development Fee Fund Service: Discretionary Level of Service: Discretionary Expenditures: $662,806 Financing: 70,000 Net Fund Cost: 592,806 Funding Sources: Fund Balance 89.4% $592,806 Developer Fees 10.6% 70,000 CCCFPD POB Debt Service Fund The Pension Obligation Bond Debt Service Fund was created due to the issuance of Pension Obligation Bonds in July 2005 to refinance the District’s Unfunded Actuarial Accrued Liability (UAAL) as of December 2004 with the Contra Costa County Employees’ Retirement Association. The refinancing resulted in savings Contra Costa County FPD Special District 466 County of Contra Costa FY 2019-20 Recommended Budget in excess of $50 million over 18 years as the POB interest rate paid to the bondholders was significantly lower than the interest rate charged by the Retirement Association. This fund is created to pay the bondholders via the trustee. CCCFPD POB Debt Service Fund Service: Discretionary Level of Service: Discretionary Expenditures: $15,206,431 Financing: 1,030,724 Net Fund Cost: 14,175,707 Funding Sources: Fund Balance 93.2% $14,175,707 Reimbursements 6.8% 1,030,724 CCCFPD Stabilization Fund The Pension Obligation Stabilization Fund was created pursuant to the issuance of Pension Obligation Bonds in July 2005. The savings realized from the lower interest rates are set- aside in the Stabilization Fund to extinguish new Retirement System Unfunded Actuarial Accrued Liabilities (UAAL); replenish reserves; and, upon a unanimous vote of the full Board, for any other lawful purpose of the District. CCCFPD Stabilization Fund Service: Discretionary Level of Service: Discretionary Expenditures: $19,575,740 Financing: 2,608,318 Net Fund Cost: 16,967,422 Funding Sources: Fund Balance 86.7% $16,967,422 Transfers 13.3% 2,603,318 Use of Money 0.0% 5,000 CAO’s Recommendation The FY 2019-20 Recommended Budget provides for the funding of 26 fire stations, 28 fully functional engine/truck companies, one limited functionality squad, 404.6 FTEs in the District’s General Operating Fund, and 12 FTEs in the District’s EMS Transport Fund. The budget includes funding for negotiated wage adjustments, benefit cost increases, reopening and restaffing newly constructed Fire Station 16 in the City of Lafayette, adding a fourth firefighter to certain truck companies (partially offset by federal grant funding), continuing to staff a 24/7 hazardous materials team, building and grounds maintenance and repair projects, routine capital and non-capital equipment replacement, and increased POB debt service payments. The District is primarily funded by property tax revenues. In FY 2018-19, the District experienced a 6.6% growth in secured property assessed valuation and a 6.4% growth in total assessed valuation. This represents the sixth consecutive year of growth in assessed valuation after several years of declines. The District received additional property tax distributions during the course of the fiscal year due to the dissolution of redevelopment agencies. Additionally, the City of Pittsburg resumed making RDA Successor Agency pass- through payments and repaid arrearages from the suspension of prior year payments. The FY 2019-20 Recommended Budget anticipates a 5% growth in secured property assessed valuation and revenue from the continued unwinding of the redevelopment areas. The budget also anticipates the continuation of relatively new revenue sources, such as the fire-based emergency medical services (EMS) first responder fee, sales tax for enhanced EMS services in the City of San Pablo, and cost recovery for certain negligent incidents. These increases in revenue are allowing the District to continue to restaff/reopen some of the operational resources that were taken out of service during the Great Recession. Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 467 In FY 2019-20, the employer Safety Tier A base rate decreases slightly from 73.66% to 72.89%. Offsetting that decrease is the elimination of the employee subvention of the employer cost towards retirement. Additionally, while the employer base contribution rates for both Safety Tier A and General Tier 1 decrease in FY 2019-20, the actual employer contribution increases by about $1.3 million due primarily to the increase in retirement compensable pay. The FY 2019-20 Recommended Budget is balanced and requires no use of fund balance. The District continues to meet its Board adopted policy to maintain a minimum reserve of 10% of general operating fund budgeted expenditures. On January 1, 2016, the District became the County’s exclusive operator of emergency ambulance service (not including the areas covered by the Moraga-Orinda Fire Protection District and the San Ramon Valley Fire Protection District). Thus far, the cost of providing the new service has been fully offset by the collection of ambulance service fees. Performance Measurement During FY 2018-19, the District: Responded to 78,862 incidents in calendar year (CY) 2018. This represents a 7% increase in call volume compared to CY 2017. Conducted 19,515 life safety inspections and plan reviews of new and existing buildings and fire/life safety systems for compliance with state and local fire and building codes during CY 2018. This represents a 53% increase compared to CY 2017. Continued to reposition and add internal resources to effectively manage, both operationally and financially, the emergency ambulance program. Completed construction of new Fire Station 16 in the City of Lafayette. Reopened and staffed Fire Station 16. Initiated construction work on a new Fire Station 70 in the City of San Pablo. Completed the site layout for a new Fire Station 9 at the Buchanan Field Airport. Completed the site layout for a new Fire Station 86 on Goble Drive in Bay Point. Updated the fee schedule for dispatcher service subscribers. Updated the Fire Prevention Bureau fee schedule. Updated the emergency ambulance service fee schedule. Continued to train and deploy fire personnel as first responders at the specialist level to hazardous materials incidents. Continued periodic replacement of capital equipment, such as heavy fire apparatus and support equipment. Continued much needed facility and grounds maintenance projects, such as painting, roofing, and asphalt repair. Hired and conducted Firefighter Recruit Academies 52 and 53. Continued to develop our relationship with AMR in an effort to maximize our operational efficiency and deliver exemplary services to the citizens of Contra Costa County. Filed the cost reports for FY 2017-18 Ground Emergency Medical Transportation (GEMT) reimbursement for emergency ambulance service provided to Medi-Cal Fee-For-Service recipients. Contra Costa County FPD Special District 468 County of Contra Costa FY 2019-20 Recommended Budget Received several grant awards, including a three-year staffing grant to add a fourth firefighter to certain truck companies. Administrative and Program Goals During FY 2019-20, the District will: Continue to reposition and add internal resources to effectively manage, both operationally and financially, the emergency ambulance program. Begin staffing a 24/7 air ambulance through a public-private partnership agreement. Complete the construction of a new Fire Station 70 in the City of San Pablo. Secure long-term funding for additional fire station construction projects. Initiate construction work on a new Fire Station 9 in Pacheco and a new Fire Station 86 in Bay Point. Update fire-based EMS first responder fee schedule. Continue periodic replacement of capital equipment, such as heavy fire apparatus and support equipment. Continue much needed facility and grounds maintenance projects, such as painting, roofing, and asphalt repair. Pursue new funding mechanisms such as development impact fees and creation of Community Facilities Districts in areas of new development. Hire and conduct Firefighter Recruit Academy 54. Continue to develop our relationship with AMR in an effort to maximize our operational efficiency and continue delivering exemplary services to the citizens of Contra Costa County. Pursue federal supplemental reimbursement for ambulance services provided to individuals with government payer plans. Continue to pursue grant funding opportunities as they become available Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 469 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net Fund Cost Impact Impact 1 N/A Operations Fire Prevention 4.0 474,363 Adds one (1) Firefighter-Recruit position, one (1) Fire Education Coordinator, and two (2) Building Plan Checker I positions. 2 N/A Operations EMS 3.0 912,528 Adds three (3) Fire Captain positions fully offset by charges for services. 3 N/A Operations EMS – Revenue 0.0 912,528 Increased charges for services. Total General Operating Fund 7.0 474,363 4 N/A EMS Transport Fund Administration 1.0 488,431 Adds one (1) Medical Director- Exempt position. Total EMS Transport Fund 1.0 488,431 Contra Costa County FPD Special District 470 County of Contra Costa FY 2019-20 Recommended Budget Crockett-Carquinez FPD Dean Colombo, Fire Chief Special District County of Contra Costa FY 2019-2020 Recommended Budget 471 Crockett-Carquinez Fire Protection District Summary Crockett-Carquinez FPD Operating Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 217,031 255,701 255,637 255,637 0 Services And Supplies 270,942 665,811 233,939 233,939 0 Other Charges 134,140 122,536 122,424 122,424 0 Fixed Assets 333,518 0 0 0 0 Expense Total 955,631 1,044,048 612,000 612,000 0 Revenue Other Local Revenue 647,647 608,676 608,500 608,500 0 Federal Assistance 14,608 0 0 0 0 State Assistance 62,291 3,500 3,500 3,500 0 Revenue Total 724,546 612,176 612,000 612,000 0 Net Fund Cost (NFC): 231,084 431,872 0 0 0 Financial Indicators Salaries as % of Total Exp 23% 24% 42% 42% % Change in Total Exp 9% (41%) 0% % Change in Total Rev (16%) (0%) 0% % Change in NFC 87% (100%) 0% Compensation Information Permanent Salaries 33,403 38,000 0 0 0 Temporary Salaries 157,304 193,451 255,637 255,637 0 Deferred Comp 20 0 0 0 0 FICA/Medicare 20,599 18,500 0 0 0 Retirement Expense 215 350 0 0 0 Employee Group Insurance 3,282 3,300 0 0 0 Unemployment Insurance 439 700 0 0 0 Workers Comp Insurance 1,768 1,400 0 0 0 Department Description The preceding table represents information in aggregate summarizing expenditures and revenue for the fire suppression, emergency medical response, training, and administration functions. Major Department Responsibilities The Crockett-Carquinez Fire Protection District is a Paid-on-Call district responsible for providing fire suppression, emergency, and non- emergency services to the community including incidents requiring medical assistance, rescue, hazard management, weed abatement, and public education. Crockett-Carquinez FPD Special District 472 County of Contra Costa FY 2019-2020 Recommended Budget Crockett-Carquinez FPD Summary Service: Discretionary Level of Service: Discretionary Expenditures: $612,000 Financing: 612,000 Net Fund Cost:0 Funding Sources: Property Taxes 89.8% $549,660 Other Revenues 7.8% 47,415 Charges for Svcs 2.4% 14,925 CAO’s Recommendation The FY 2019-20 Recommended Budget reflects a decrease of $432,048 in expenditures, which is primarily composed of fund balance appropriated in FY 2018-19. The Recommended Budget does not include the use of fund balance to balance the budget. Performance Measurement Crockett-Carquinez FPD has continued to recruit Paid-on-Call firefighters during FY 2018-19. This year, the District is holding an academy for the first time which will include a physical agility test, formal interviews, DOJ background, and a medical clearance. We have expanded our reach beyond the confines of our district to expand the availability of crews for day crew and out of county coverage The District received a $10,000 donation from Phillips 66 to replace four (4) Thermal Imaging Cameras and partially pay for a Forcible Entry Prop in FY 2018-2019. The District provided mutual aid services to fight wildfires throughout the State, including Butte, Tehama, Solano counties in FY 2018- 19. The District also provided a greater degree of mutual aid to neighboring districts especially Contra Costa County Fire Protection District. The District transitioned its command staff with the retirement of the Chief and the Deputy Chief. This included the creation of three cadres with specific missions (facilities, mobile equipment, and training). With these inner departmental teams, the District hopes to improve performance and efficiency. Administrative and Program Goals Continue recruiting Paid-on-Call personnel. Continue pursuing donations and grants to help supplement funding for apparatus and equipment needs. Place an order for a new aerial fire apparatus on a 5-10 year payment plan. The District will be seeking grants and assistance from local industry and the Bay Area Air Quality Management District. Replace the roof on the garage behind Station 78. Remove and replace Asbestos floor in Station 78. The District will apply for a grant through the Crockett-Community Foundation to help with the Asbestos/Floor project. Summary Information Summary InformationCounty of Contra Costa County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 473 ALL COUNTY FUNDS FY 2019-2020 Recommended Sources Source of Funds Recommended FY 2019-20 Percent of Total Hospital/Health Plan Revenue $1,324,228,608 35.80% Intergovernmental Revenue 975,271,918 26.37% Miscellaneous Revenue 470,103,283 12.71% Taxes Current Property 433,410,610 11.72% Charges for Services 281,096,568 7.60% Enterprise Fund Subsidy 60,345,000 1.63% Fund Balance (net) 36,421,629 0.98% Use of Money and Property 31,493,392 0.85% Licenses, Permits and Franchises 30,821,132 0.83% Fines, Forfeitures and Penalties 28,879,978 0.78% Taxes Other Than Current Property 26,424,882 0.71% TOTAL RECOMMENDED SOURCES $3,698,497,000 100.00% Hospital/Health Plan Revenue 35.80% Intergovernmental Revenue 26.37%Miscellaneous Revenue 12.71% Taxes Current Property 11.72% Charges for Services 7.60% Enterprise Fund Subsidy 1.63% Fund Balance (net) 0.98% Use of Money and Property 0.85% Licenses, Permits and Franchises 0.83%Fines, Forfeitures and Penalties 0.78% Taxes Other Than Current Property 0.71% County Summary Information 474 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY FUNDS FY 2018-2019 Recommended Sources Source of Funds Recommended FY 2018-19 Percent of Total Hospital/Health Plan Revenue $1,385,526,639 38.74% Intergovernmental Revenue 916,564,998 25.63% Miscellaneous Revenue 441,848,560 12.35% Taxes Current Property 410,973,351 11.49% Charges for Services 278,723,272 7.79% Fund Balance (net) 30,909,778 0.86% Licenses, Permits and Franchises 28,412,712 0.79% Taxes Other Than Current Property 27,404,882 0.77% Enterprise Fund Subsidy 23,656,785 0.66% Fines, Forfeitures and Penalties 18,664,074 0.52% Use of Money and Property 14,183,582 0.40% TOTAL RECOMMENDED SOURCES $3,576,868,633 100.00% Hospital/Health Plan Revenue 38.74% Intergovernmental Revenue 25.63% Miscellaneous Revenue 12.35% Taxes Current Property 11.49% Charges for Services 7.79% Fund Balance 0.86% Licenses, Permits and Franchises 0.79% Taxes Other Than Current Property 0.77% Enterprise Fund Subsidy 0.66%Fines, Forfeitures and Penalties 0.52%Use of Money and Property 0.40% County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 475 ALL COUNTY FUNDS FY 2019-2020 Recommended Requirements Use of Funds 2015-16 Actuals 2016-17 Actuals 2017-18 Actuals 2018-19 Budget Recommended FY 2019-20 Percent of Total Health and Human Services $2,174,954,651 $2,390,101,826 $2,520,789,772 $2,515,718,242 $2,586,096,942 69.92% General Government 394,386,687 418,537,995 463,470,888 619,694,558 584,339,306 15.80% Law and Justice 440,829,538 465,874,059 484,479,138 554,042,315 528,060,752 14.28% Total Requirements $3,010,170,876 $3,274,513,881 $3,468,739,798 $3,689,455,115 $3,698,497,000 100.00% ALL COUNTY FUNDS All County Funds include the County’s Enterprise Funds (i.e. Airport, Sheriff Law Enforcement Training Center Fund, Child Care Enterprise Fund, Hospital, Health Plan Funds, and Major Risk Medical Insurance Fund). Please refer to the Table of Funds for more detailed fund descriptions. Internal Service fund balances are not included in All County Funds; however, County impacts are reflected in the individual Departmental Budget Summaries. These funds include the Fleet Services Fund and the County’s Self-Insurance Funds. The Fleet Services Fund is used to account for the rental of motor vehicles and other related costs to other departments. The County’s Self-Insurance Funds are used to account for administrative costs and payments of claims under various insurance programs. Revenues are primarily premiums paid by other operating funds (reflected in departmental expense) and interest on investments. The insurance programs include Employee Dental, Long-Term Disability, Workers’ Compensation, Automotive Liability, Public (General) Liability, State Unemployment, Medical Liability, and Special District Property. Health & Human Services 69.92% General Government 15.80% Law & Justice 14.28% County Summary Information 476 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY FUNDS Total Requirements Summary by Fund 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change General Government 246,397,459 272,813,811 359,411,445 300,364,820 (59,046,625) Health & Human Services 767,144,057 800,265,664 886,789,380 967,526,894 80,737,514 Law & Justice 389,049,143 406,854,548 444,689,817 437,206,263 (7,483,554) Subtotal General Fund 1,402,590,660 1,479,934,023 1,690,890,642 1,705,097,977 14,207,335 County Law Enfrcmt-Cap Proj Fund 312 405 3,478,707 173,000 (3,305,707) Recorder Modernization Fund 1,792,465 1,480,510 11,183,729 10,864,000 (319,729) Court/Clerk Automation Fund 0 0 78 0 (78) Fish and Game Fund 64,871 68,611 466,673 141,670 (325,003) Land Development Fund 3,048,171 3,248,159 3,156,101 3,261,100 104,999 Criminalistics Lab Fund 4 6 189,523 22,000 (167,523) Survey Monument Preservation Fund 65,814 78,489 741,875 754,679 12,805 Crim Justice Facility Construct Fund 601,972 665,371 1,796,661 950,365 (846,296) Courthouse Construct Fund 364,230 242,856 1,979,990 806,550 (1,173,440) Road Fund 43,204,893 50,327,040 50,821,948 73,409,577 22,587,629 Transportation Improvement Fund 2,696,744 2,314,056 3,701,865 3,698,500 (3,365) Drainage Area 9 Fund 848 1,323 272,014 9,000 (263,014) Private Activity Bond Fund 578,648 665,833 1,225,000 1,240,620 15,620 Affordable Housing Spec Rev Fund 4 154 325,000 397,000 72,000 Navy Trans Mitigation Fund 83,095 116,217 5,639,419 5,302,260 (337,159) Tosco/Solano Trns Mitig Fund 229 424 166,636 7,000 (159,636) Child Development Fund 25,637,309 28,538,001 29,593,301 31,900,000 2,306,699 HUD NSP Fund 550,000 0 1,092,191 760,000 (332,191) Used Oil Recycling Grant Fund 26,835 46,833 367,952 93,280 (274,672) Conservation & Development Fund 24,001,510 24,199,082 33,360,213 34,242,000 881,787 CDD/PWD Joint Review Fee Fund 367,932 425,363 1,217,450 701,000 (516,450) Drainage Deficiency Fund 112 140 2,403,849 2,563,018 159,169 Public Works Fund 1,600,551 1,080,502 2,568,848 1,001,000 (1,567,848) DA Consumer Protection Fund 1,480,280 1,107,527 3,895,315 1,025,278 (2,870,037) Domestic Violence Victim Asst Fund 129,300 149,682 198,372 290,000 91,628 Dispute Resolution Program Fund 246,921 185,605 180,000 180,000 0 Zero Tolerance- Domestic Violence Fund 524,910 598,633 974,727 648,000 (326,727) DA Revenue Narcotics Fund 47,546 47,037 686,980 55,000 (631,980) DA Environment/OSHA Fund 1,057,216 464,799 1,486,533 426,898 (1,059,635) DA Forfeiture-Fed-DOJ Fund 25,457 170,125 61,844 16,800 (45,044) Walden Green Maintenance Fund 60,261 47,928 240,128 228,994 (11,134) R/Estate Fraud Prosecution Fund 1,091,574 433,016 560,000 464,280 (95,720) CCC Dept Child Support Svcs Fund 18,495,951 18,489,056 18,321,636 20,383,000 2,061,364 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 477 ALL COUNTY FUNDS Total Requirements Summary by Fund 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Emergency Med Services Fund 1,486,246 1,861,310 2,158,103 1,543,305 (614,798) AB75 Tobacco Tax Fund 0 0 -6 0 6 Traffic Safety Fund 9,005 7 381,980 15,000 (366,980) Public Protection-Spec Rev Fund 920,006 1,007,120 3,783,094 3,828,179 45,085 Sheriff Nar Forfeit-ST/Local Fund 94,831 386 315,706 100,000 (215,706) Sheriff Forfeit-Fed-DoJ Fund 4 139,507 374,645 6,000 (368,645) Sup Law Enforcement Services Fund 8,049,738 7,322,089 11,702,137 9,899,518 (1,802,619) Sheriff Forfeit-Fed Treasury Fund 4 7 226,089 2,000 (224,089) PROP 63 MH Services Fund 38,221,901 40,473,083 50,513,394 54,751,349 4,237,955 Prisoners Welfare Fund 1,442,651 1,136,104 3,924,451 1,428,000 (2,496,451) Probation Officers Special Fund 128,873 117,072 185,433 136,337 (49,096) Automated Sys Development Fund 200,000 200,000 200,000 200,000 0 Property Tax Admin Fund 0 0 3,019,512 3,019,512 0 County Local Rev Fund 155,785,496 163,857,264 176,285,496 184,644,028 8,358,532 Obscene Matter-Minors Fund 0 0 5,781 5,400 (381) IHSS Public Authority Fund 2,328,236 2,055,856 2,365,588 2,343,000 (22,588) DNA Identification Fund 300,000 235,130 508,258 270,000 (238,258) Comm Corr Performance Inctv Fund 3,452,823 2,902,548 6,254,969 3,741,263 (2,513,706) NO Rich Wst&Rcvy Mitigation Fee Fund 463,167 343,866 1,531,112 755,250 (775,862) L/M HSG Asset Fd-LMI Fund 376,120 808,593 11,255,150 11,255,150 0 Bailey Rd Mntc Surcharge Fund 187,357 100,150 2,662,416 2,861,614 199,198 Home Investment Prtnrshp Act Fund 2,562 -2,562 1,079,545 500,000 (579,545) CASP Cert & training Fund 0 0 12,092 17,092 5,000 County Library Fund 28,193,295 29,207,247 42,181,835 34,856,000 (7,325,835) Casey Library Gift Fund 845 50 256,131 500 (255,631) Hercules/Rodeo Crock A of B 0 47,555 8,708 5,000 (3,708) West County Area of Benefit 34,176 18,125 5,000 41,000 36,000 North Richmond AOB 86,742 254,826 105,500 100,600 (4,900) Martinez Area of Benefit 231,216 13,119 117,500 81,000 (36,500) Briones Area of Benefit 24 187 76,100 125,638 49,538 Central Co Area/Benefit -3,725 26,178 280,000 11,000 (269,000) So Walnut Creek Area of Benefit 1,020 236,561 30,100 10,100 (20,000) Alamo Area of Benefit 25,296 25,929 251,000 10,200 (240,800) South Co Area of Benefit 607,112 192,270 280,000 200,700 (79,300) East County Area of Benefit 815,433 334,934 1,000,200 1,000,400 200 Bethel Island Area of Benefit 22,531 13,341 10,000 10,100 100 County Childrens Fund 159,328 241,730 407,122 185,000 (222,122) County Summary Information 478 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY FUNDS Total Requirements Summary by Fund 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Animal Benefit Fund 176,259 188,481 935,148 455,000 (480,148) CO-Wide Gang and Drug Fund 382,904 179,689 903,401 77,000 (826,401) Livable Communities Fund 49,427 506,818 892,135 1,905,098 1,012,963 ARRA HUD Building Insp NPP Fund 759,165 637,247 1,061,391 804,700 (256,691) Retirement UAAL Bond Fund 38,484,360 40,114,901 37,305,314 43,600,399 6,295,085 Ret Litigation Stlmnt Debt Svc Fund 2,759,911 2,759,911 2,759,911 2,759,911 0 Family Law Ctr-Debt Svc Fund 0 0 2,129,142 2,129,142 (0) Central Identify Bureau Fund 3,431,573 3,672,037 2,746,392 2,437,000 (309,392) SPRW Fund 691,235 240,240 4,293,633 5,354,498 1,060,865 RD Development Discovery Bay Fund 61,219 2,876,707 701,000 200,300 (500,700) Road Improvement Fee Fund 1,898,339 8,187,238 3,600,000 5,545,000 1,945,000 Rd Development Rich/El Sobrrante 38,995 86,885 81,000 10,100 (70,900) Road Development Bay Point 444,756 100,721 155,000 100,800 (54,200) Rd Development Pacheco Area 12,861 28,261 10,000 10,400 400 Airport Enterprise Fund 5,046,434 5,340,566 6,902,782 10,420,215 3,517,433 Sheriff Law Enforcement Training Fund 1,314,742 2,195,900 2,466,098 2,506,379 40,281 Childcare Enterprise Fund 0 0 74,089 74,000 (89) Hospital Enterprise Fund 570,286,840 610,315,015 626,057,584 670,038,932 43,981,348 HMO Enterprise Fund 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226) HMO Enterprise -Comm Plan Fund 75,459,132 73,931,576 74,972,774 75,249,836 277,062 Major Risk Med Insurance Fund 0 46,043 0 0 0 Fleet Internal Service Fund 11,853,469 13,108,235 15,905,912 16,460,369 554,457 Subtotal Non-General Fund 1,871,923,220 1,988,805,774 1,998,564,473 1,993,399,023 (5,165,450) Total Requirements - All County Funds 3,274,513,881 3,468,739,798 3,689,455,115 3,698,497,000 9,041,885 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 479 ALL COUNTY FUNDS Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 382,178,273 403,508,923 410,973,351 433,410,610 22,437,259 Taxes Other Than Cur Prop 29,353,178 28,126,947 27,404,882 26,424,882 (980,000) License/Permit/Franchises 30,516,189 33,179,210 28,412,712 30,821,132 2,408,420 Fines/Forfeits/Penalties 33,208,340 30,708,775 18,664,074 28,879,978 10,215,904 Use Of Money & Property 18,245,584 23,923,625 14,183,582 31,493,392 17,309,810 Intergovernmental Revenue 836,366,684 851,064,794 915,417,998 975,271,918 59,853,921 Charges For Services 243,117,354 257,294,041 278,849,272 281,096,568 2,247,295 Miscellaneous Revenue 367,985,406 398,241,508 444,966,228 470,103,283 25,137,055 Hospital/Hlth Plan Enterprise Funds 1,432,207,130 1,523,875,505 1,385,876,639 1,324,228,608 (61,648,031) Enterprise Fund Subsidy 27,436,066 26,074,359 23,656,785 60,345,000 36,688,215 Total Revenue 3,400,614,204 3,575,997,688 3,548,405,523 3,662,075,371 113,669,848 Fund Balance (net) (126,100,324) (107,257,891) 141,049,592 36,421,629 (31,823,442) TOTAL SOURCES 3,274,513,881 3,468,739,798 3,689,455,115 3,698,497,000 81,846,406 REQUIREMENTS Salaries And Benefits 1,216,797,475 1,303,157,328 1,418,988,674 1,491,374,605 72,385,931 Services And Supplies 1,426,230,946 1,506,559,826 1,584,323,438 1,607,574,893 23,251,455 Other Charges 441,527,564 470,524,429 422,608,281 367,058,891 (55,549,390) Fixed Assets 29,535,790 42,071,332 70,528,656 44,432,445 (26,096,211) Expenditure Transfers 160,422,105 146,426,883 185,006,066 178,056,166 (6,949,900) Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL REQUIREMENTS 3,274,513,881 3,468,739,798 3,689,455,115 3,698,497,000 9,041,885 Allocated Positions (FTE) 9,490 9,387 9,467 9,388 (79) County Summary Information 480 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: CONTRA COSTA FIRE Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 110,596,574 116,983,072 121,019,400 130,204,300 9,184,900 Taxes Other Than Cur Prop -313,116 -389,177 0 0 0 License/Permit/Franchises 0 0 0 0 0 Fines/Forfeits/Penalties 0 2,495 0 0 0 Use Of Money & Property 1,508 2,116 200 5,100 4,900 Intergovernmental Revenue 10,324,763 4,866,659 3,955,841 5,133,810 1,177,969 Charges For Services 55,372,588 59,126,311 56,538,722 63,056,348 6,517,626 Miscellaneous Revenue 18,155,677 22,044,459 21,022,218 5,500,432 (15,521,786) Total Revenue 194,137,994 202,635,934 202,536,381 203,899,990 1,363,609 Fund Balance (22,764,108) (15,791,222) 46,690,105 26,879,043 (19,811,062) TOTAL SOURCES 171,373,886 186,844,712 249,226,486 230,779,033 (18,447,453) REQUIREMENTS Salaries And Benefits 88,010,281 94,475,617 118,779,100 133,604,438 14,825,338 Services And Supplies 44,918,244 47,367,895 68,205,533 51,806,831 (16,398,702) Other Charges 17,868,566 20,436,263 37,365,375 21,295,302 (16,070,073) Fixed Assets 2,581,626 2,713,197 3,991,760 3,446,306 (545,454) Expenditure Transfers 17,995,168 21,851,740 20,884,718 20,626,156 (258,562) Provisions For Contingencies 0 0 0 0 0 TOTAL REQUIREMENTS 171,373,886 186,844,712 249,226,486 230,779,033 (18,447,453) Allocated Positions (FTE) 353 368 409 417 8 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 481 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: HMO ENTERPRISE FUND Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES External Health Plan Revenue 792,172,322 856,040,008 708,503,066 639,284,840 (69,218,226) Total Revenue 792,172,322 856,040,008 708,503,066 639,284,840 (69,218,226) Fund Balance (4,869,000) (20,113,067) 0 0 0 TOTAL SOURCES 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226) REQUIREMENTS Salaries and Benefits 23,088,600 25,749,557 26,796,529 27,952,892 1,156,363 Services and Supplies 614,999,843 641,656,389 597,091,462 611,331,948 14,240,486 Other Charges 149,214,879 168,520,995 84,615,075 0 (84,615,075) TOTAL REQUIREMENTS 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226) Allocated Positions (FTE) 194 194 180 180 0 County Summary Information 482 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICT MAJOR FUNDS Major Fund: HOSPITAL ENTERPRISE FUND Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Medicare Patient Services 41,861,975 44,511,789 42,376,870 43,212,568 835,698 Medi-Cal Patient Services 238,186,661 320,172,013 280,312,003 299,209,084 18,897,081 Health Plan Patient Services 164,810,672 100,810,806 148,480,213 114,617,883 (33,862,330) Private Pay Patient Services 9,920,628 10,279,766 10,308,146 11,346,312 1,038,166 Interdept Patient Services 6,189,168 4,034,614 4,773,496 3,809,780 (963,716) Other Hospital Revenues 67,722,717 76,032,558 83,680,253 81,004,424 (2,675,829) Charges To Gen Fund Units 27,957,707 30,911,347 28,997,279 29,833,610 836,331 External Health Plan Revenue 8,794,285 7,919,820 6,557,557 29,727,197 23,169,640 Enterprise Fund Subsidy 23,699,778 22,088,071 19,670,497 56,358,712 36,688,215 Schools Funds Revenue 901,270 919,362 901,270 919,362 18,092 Total Revenue 590,044,860 617,680,147 626,057,584 670,038,932 43,981,348 Fund Balance (19,758,021) (7,365,131) 0 0 0 TOTAL SOURCES 570,286,840 610,315,015 626,057,584 670,038,932 43,981,348 REQUIREMENTS Salaries And Benefits 362,115,802 397,249,997 407,755,625 435,843,653 28,088,028 Services And Supplies 207,892,467 211,918,138 201,674,797 210,662,286 8,987,489 Other Charges 278,570 1,146,880 12,631,095 13,021,063 389,968 Fixed Assets (0) 0 3,996,067 10,511,930 6,515,863 TOTAL REQUIREMENTS 570,286,840 610,315,015 626,057,584 670,038,932 43,981,348 Allocated Positions (FTE) 2,475 2,285 2,351 2,351 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 483 ALL COUNTY AND DISTRICT MAJOR FUNDS ALL NON-MAJOR FUNDS Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Other Hospital Revenues 1,916,816 2,259,476 1,916,804 1,703,881 (212,923) External Health Plan Revenue 71,728,633 69,983,250 69,069,682 69,559,667 489,985 Enterprise Fund Subsidy 3,736,288 3,986,288 3,986,288 3,986,288 0 Major Risk Med Ins Revenue 44,276 695 0 0 0 Taxes Current Property 26,445,675 27,908,156 28,673,351 30,410,610 1,737,259 Taxes Other Than Cur Prop (71,541) (89,005) (75,118) (75,118) 0 License/Permit/Franchises 17,737,015 20,708,995 17,894,124 18,983,168 1,089,044 Fines/Forfeits/Penalties 5,400,889 5,749,867 4,824,364 4,996,968 172,604 Use Of Money & Property 8,242,545 8,340,282 7,105,032 9,966,151 2,861,119 Intergovernmental Revenue 294,149,555 298,025,431 330,606,523 365,340,967 34,734,444 Charges For Services 18,811,914 22,279,719 21,274,911 21,448,418 173,507 Miscellaneous Revenue 91,980,910 103,676,049 113,425,749 121,332,622 7,906,873 Total Revenue 540,122,975 562,829,202 598,701,710 647,653,622 48,951,912 Fund Balance (net) (25,789,916) (20,265,384) 65,302,112 36,421,629 (28,880,483) TOTAL SOURCES 514,333,059 542,563,818 664,003,823 684,075,251 20,071,428 REQUIREMENTS Salaries And Benefits 69,111,744 73,942,408 85,055,922 89,567,787 4,511,865 Services And Supplies 121,484,069 131,742,457 186,131,556 194,614,029 8,482,473 Other Charges 67,513,617 71,018,820 77,937,099 77,815,931 (121,168) Fixed Assets 1,534,278 988,987 9,264,208 10,618,816 1,354,608 Expenditure Transfers 254,689,352 264,871,146 305,615,037 311,458,688 5,843,651 TOTAL REQUIREMENTS 514,333,059 542,563,818 664,003,823 684,075,251 20,071,428 Allocated Positions (FTE) 709 733 709 710 1 County Summary Information 484 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - All Functional Groups Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 355,732,598 375,600,768 382,300,000 403,000,000 20,700,000 Taxes Other Than Cur Prop 29,424,719 28,215,952 27,480,000 26,500,000 (980,000) License/Permit/Franchises 12,779,175 12,470,215 10,518,588 11,837,964 1,319,376 Fines/Forfeits/Penalties 27,807,452 24,958,909 13,839,710 23,883,010 10,043,300 Use Of Money & Property 10,003,039 15,583,343 7,078,550 21,527,241 14,448,691 Intergovernmental Revenue 542,217,129 553,039,363 584,811,474 609,930,951 25,119,477 Charges For Services 224,305,439 235,014,322 257,574,361 259,648,150 2,073,788 Miscellaneous Revenue 276,004,496 294,565,459 331,540,479 348,770,661 17,230,182 Total Revenue 1,478,274,047 1,539,448,331 1,615,143,163 1,705,097,977 89,954,814 Net Fund Cost (75,683,387) (59,514,308) 75,747,479 0 (75,747,479) TOTAL SOURCES 1,402,590,660 1,479,934,023 1,690,890,642 1,705,097,977 14,207,335 REQUIREMENTS Salaries And Benefits 762,481,329 806,215,365 899,380,597 938,010,273 38,629,676 Services And Supplies 481,854,567 521,242,842 599,425,622 590,966,630 (8,458,992) Other Charges 224,520,499 229,837,734 247,425,012 276,221,897 28,796,885 Fixed Assets 28,001,512 41,082,346 57,268,381 23,301,699 (33,966,682) Expenditure Transfers (94,267,247) (118,444,263) (120,608,971) (133,402,522) (12,793,551) Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL REQUIREMENTS 1,402,590,660 1,479,934,023 1,690,860,642 1,705,097,977 14,207,335 Allocated Positions (FTE) 6,112 6,175 6,227 6,146 (80) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 485 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - General Government Functional Group Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 355,732,598 375,600,768 382,300,000 403,000,000 20,700,000 Taxes Other Than Cur Prop 29,424,719 28,215,952 27,480,000 26,500,000 (980,000) License/Permit/Franchises 10,859,842 10,600,698 8,705,952 10,008,214 1,302,262 Fines/Forfeits/Penalties 23,907,324 21,314,841 10,619,000 20,704,999 10,086,000 Use Of Money & Property 9,539,281 15,097,053 6,627,799 21,092,917 14,465,118 Intergovernmental Revenue 28,613,576 22,297,650 28,346,874 27,783,233 (563,641) Charges For Services 95,556,667 95,607,271 98,732,230 100,783,705 2,051,475 Miscellaneous Revenue 54,751,995 69,555,987 62,416,691 65,184,752 2,768,061 Total Revenue 608,386,004 638,290,219 625,228,545 675,057,820 49,829,275 Net Fund Cost 361,988,544 365,476,407 265,817,100 374,693,000 108,875,900 TOTAL SOURCES 246,397,459 272,813,811 359,411,445 300,364,820 (59,046,625) REQUIREMENTS Salaries And Benefits 125,636,626 129,997,101 155,554,254 163,167,612 7,613,358 Services And Supplies 146,801,663 165,287,746 201,974,878 181,437,128 (20,537,750) Other Charges 41,468,782 47,967,437 51,025,540 48,987,717 (2,037,823) Fixed Assets 20,152,537 38,690,326 52,773,059 18,763,423 (34,009,636) Expenditure Transfers (87,662,148) (109,128,798) (109,916,286) (121,991,060) (12,074,774) Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL REQUIREMENTS 246,397,459 272,813,811 359,411,445 300,364,820 (59,046,625) Allocated Positions (FTE) 1,080 1,112 1,135 1,134 0 County Summary Information 486 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - Health and Human Services Functional Group Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES License/Permit/Franchises 191,575 178,872 155,746 174,000 18,254 Fines/Forfeits/Penalties 910,135 973,209 753,078 659,118 (93,960) Use Of Money & Property 463,758 486,291 450,751 434,324 (16,427) Intergovernmental Revenue 407,067,419 419,124,339 444,302,347 471,193,525 26,891,178 Charges For Services 85,850,548 97,948,637 113,666,353 114,261,304 594,951 Miscellaneous Revenue 156,812,366 167,140,247 203,589,577 219,734,623 16,145,046 Total Revenue 651,295,800 685,851,595 762,917,852 806,456,894 43,539,042 Net Fund Cost 115,848,257 114,414,069 123,871,528 161,070,000 115,848,257 TOTAL SOURCES 767,144,057 800,265,664 886,789,380 967,526,894 80,737,514 REQUIREMENTS Salaries And Benefits 327,128,704 346,215,732 394,041,261 415,870,307 21,829,046 Services And Supplies 284,763,189 304,156,668 333,951,576 359,426,579 25,475,003 Other Charges 160,640,108 161,107,630 171,050,986 205,478,852 34,427,866 Fixed Assets 1,940,884 695,402 1,080,096 1,293,300 213,204 Expenditure Transfers (7,328,827) (11,909,768) (13,334,540) (14,542,144) (1,207,605) TOTAL REQUIREMENTS 767,144,057 800,265,664 886,789,380 967,526,894 80,737,514 Allocated Positions (FTE) 3,231 3,244 3,249 3,189 (60) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 487 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - Law and Justice Functional Group Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES License/Permit/Franchises 1,727,758 1,690,645 1,656,890 1,655,750 (1,140) Fines/Forfeits/Penalties 2,989,992 2,670,859 2,467,632 2,518,892 51,260 Intergovernmental Revenue 0 0 0 0 0 Charges For Services 106,536,135 111,617,375 112,162,254 110,954,194 (1,208,060) Miscellaneous Revenue 42,898,224 41,458,413 45,175,779 44,603,141 (572,638) Total Revenue 218,592,243 215,306,517 226,996,766 223,583,263 (3,413,503) Net Fund Cost 170,456,900 191,548,030 217,693,051 213,623,000 (4,070,051) TOTAL SOURCES 389,049,143 406,854,548 444,689,817 437,206,263 (7,483,554) REQUIREMENTS Salaries And Benefits 309,716,000 330,002,532 349,785,083 358,972,354 9,187,271 Services And Supplies 50,289,715 51,798,427 63,499,168 50,102,923 (13,396,245) Other Charges 22,411,609 20,762,666 25,348,486 21,755,328 (3,593,158) Fixed Assets 5,908,091 1,696,618 3,415,226 3,244,976 (170,250) Expenditure Transfers 723,728 2,594,304 2,641,854 3,130,682 488,828 TOTAL REQUIREMENTS 389,049,143 406,854,548 444,689,817 437,206,263 (7,483,554) Allocated Positions (FTE) 1,800 1,820 1,844 1,824 (20) County Summary Information 488 County of Contra Costa FY 2019-2020 Recommended Budget GENERAL FUND Summary of Expenditures and Revenues with Compensation Information General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 806,215,365 899,380,597 942,193,697 938,010,273 (4,183,424) Services And Supplies 521,242,842 599,425,622 590,907,977 590,966,630 58,653 Other Charges 229,837,734 247,425,012 276,221,897 276,221,897 0 Fixed Assets 41,082,346 57,268,381 23,301,699 23,301,699 0 Provisions For Contingencies (0) 8,000,000 10,000,000 10,000,000 0 Expenditure Transfers (118,444,263) (120,608,971) (133,324,337) (133,402,522) (78,185) Expense Total 1,479,934,023 1,690,890,642 1,709,300,933 1,705,097,977 (4,202,956) Revenue Other Local Revenue 925,958,369 987,379,201 1,021,427,983 1,022,534,970 1,106,987 Federal Assistance 256,534,745 284,998,484 296,008,106 296,008,106 0 State Assistance 356,955,217 372,913,919 386,728,318 386,554,901 (173,417) Revenue Total 1,539,448,331 1,645,291,605 1,704,164,407 1,705,097,977 933,570 Net County Cost (NCC): (59,514,308) 45,599,037 5,136,526 0 (5,136,526) Allocated Positions (FTE) 6,174.9 6,227.0 6,165.0 6,146.5 (18.5) Financial Indicators Salaries as % of Total Expense 54% 53% 55% 55% % Change in Total Expense 14% 1% (0%) % Change in Total Rev 7% 4% 0% % Change in NCC (177%) (89%) (100%) Compensation Information Permanent Salaries 427,410,163 491,517,637 523,764,259 521,319,175 (2,445,084) Temporary Salaries 16,125,214 9,362,904 9,102,261 9,102,261 0 Permanent Overtime 23,939,631 15,630,243 15,321,910 15,321,910 0 Deferred Comp 3,744,793 5,035,726 5,681,684 5,631,156 (50,528) Hourly Physician Salaries 179,030 158,954 86,174 86,174 0 Perm Physicians Salaries 2,541,944 4,581,940 4,644,956 4,644,956 0 Perm Physicians Addnl Duty Pay 19,178 16,934 40,490 40,490 0 Comp & SDI Recoveries (1,860,361) (1,820,800) (1,707,734) (1,707,734) 0 FICA/Medicare 27,669,237 31,445,815 33,089,765 33,065,028 (24,737) Ret Exp-Pre 97 Retirees 1,880,555 2,077,689 2,108,443 2,108,443 0 Retirement Expense 181,267,089 205,918,650 209,318,534 208,175,714 (1,142,820) Excess Retirement 187,075 170,705 174,505 174,505 0 Employee Group Insurance 60,001,433 73,579,930 83,341,909 82,910,272 (431,637) Retiree Health Insurance 30,207,673 30,709,192 30,493,217 30,493,217 0 OPEB Pre-Pay 13,766,197 13,807,986 13,135,114 13,135,114 0 Unemployment Insurance 1,033,887 299,898 250,560 252,133 1,573 Workers Comp Insurance 18,146,304 16,887,195 13,347,648 13,257,457 (90,191) Labor Received/Provided (43,676) 0 0 0 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 489 GENERAL PURPOSE REVENUE DISTRIBUTION General Purpose Revenue is derived from sources not specific to any program or service delivery, available from sources such as property tax and interest income, and may be used for any purpose that is a legal expenditure of County funds. The estimated General Purpose Revenue for FY 2019-20 is $492,550,000 or 29% of the County’s total General Fund estimated revenue. The following table compares the recommendation for distribution of General Purpose and Debt Service Revenue among Departments to the previous year’s recommendation. The FY 2018-19 Recommended Budget did not distribute the $2.5 million in Debt Service revenue, it was programmed for reserves. Changes in Overall Share of General Purpose Revenue 2018-19 Recommended Share of Total 2019-20 Recommended Share of Total Agriculture-Weights/Measures 2,531,000 0.6% 2,500,000 0.5% Animal Services 4,699,000 1.0% 4,500,000 0.9% Assessor 16,000,000 3.6% 16,250,000 3.3% Auditor-Controller 4,158,000 0.9% 3,500,000 0.7% Board Of Supervisors 7,270,000 1.6% 7,060,000 1.4% Capital Improvements 16,500,000 3.7% 16,500,000 3.3% Central Support Services: 6,891,000 1.5% 6,990,000 1.4% Clerk-Recorder Elections 5,000,000 1.1% 6,868,000 1.4% Conflict Defense Services 5,007,000 1.1% 6,000,000 1.2% Conservation & Development 785,000 0.2% 785,000 0.2% Contingency Reserve 10,000,000 2.2% 10,000,000 2.0% County Administrator 7,060,000 1.6% 7,420,000 1.5% County Counsel 3,000,000 0.7% 2,000,000 0.4% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Debt Service (2,500,000) (0.6%) (2,500,000) (0.5%) Department Of Information Technology: 95,000 <0.1% 95,000 0.0% District Attorney 20,550,000 4.6% 21,746,000 4.4% Employee/Retiree Benefits 5,500,000 1.2% 5,500,000 1.1% Employment and Human Services 26,910,000 6.0% 26,913,000 5.5% Health Services 96,505,000 21.6% 134,636,000 27.3% Human Resources 3,511,000 0.8% 3,200,000 0.6% Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.4% Probation 46,300,000 10.3% 44,000,000 8.9% Public Defender 23,932,000 5.3% 26,542,000 5.4% Public Works 26,973,000 6.0% 27,000,000 5.5% Sheriff-Coroner 90,350,000 20.2% 97,725,000 19.8% Superior Court Related Functions 12,225,000 2.7% 11,320,000 2.3% Treasurer-Tax Collector 2,403,000 0.5% 2,450,000 0.5% Veterans Service 1,117,000 0.2% 1,200,000 0.2% General Purpose Revenue 447,622,000 100.0% 492,550,000 100.0% County Summary Information 490 County of Contra Costa FY 2019-2020 Recommended Budget GENERAL PURPOSE REVENUE DISTRIBUTION (continued) The following table compares the Recommended Budget’s share of General Purpose and Debt Service Revenue between Agencies to the Baseline Budget. The Baseline Budget identifies the funding gap, if any, by projecting the level of appropriations and resources that would be required to provide in the budget year the same level of service provided in the prior year. Growth in General Purpose Revenue and other revenue was not sufficient to fund all Baseline requests, including a net of $5.1 million in the FY 2019-20 Baseline Budget. Detailed recommendations are identified within each departmental write-up and summarized in the Countywide Program Modification List found in the Appendix on page 539. Comparison of Share between Baseline Request and Recommended Budget 2019-20 Baseline Share of Total 2019-20 Recommended Share of Total Agriculture-Weights/Measures 2,427,412 0.5% 2,500,000 0.5% Animal Services 4,500,000 0.9% 4,500,000 0.9% Assessor 16,990,736 3.4% 16,250,000 3.3% Auditor-Controller 3,791,849 0.8% 3,500,000 0.7% Board Of Supervisors 7,104,254 1.4% 7,060,000 1.4% Capital Improvements 16,500,000 3.3% 16,500,000 3.3% Central Support Services 6,990,000 1.4% 6,990,000 1.4% Clerk-Recorder Elections 6,868,000 1.4% 6,868,000 1.4% Conflict Defense Services 6,000,000 1.2% 6,000,000 1.2% Conservation & Development 785,000 0.2% 785,000 0.2% Contingency Reserve 10,000,000 2.0% 10,000,000 2.0% County Administrator 7,420,000 1.5% 7,420,000 1.5% County Counsel 2,000,000 0.4% 2,000,000 0.4% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Debt Service (2,500,000) (0.5%) (2,500,000) (0.5%) Department Of Information Technology 95,000 <0.1% 95,000 <0.1% District Attorney 22,473,683 4.5% 21,746,000 4.4% Employee/Retiree Benefits 5,500,000 1.1% 5,500,000 1.1% Employment and Human Services 26,913,000 5.4% 26,913,000 5.5% Health Services 134,636,000 27.1% 134,636,000 27.3% Human Resources 3,568,578 0.7% 3,200,000 0.6% Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.4% Probation 47,036,014 9.5% 44,000,000 8.9% Public Defender 26,542,000 5.3% 26,542,000 5.4% Public Works 27,000,000 5.4% 27,000,000 5.5% Sheriff-Coroner 97,725,000 19.6% 97,725,000 19.8% Superior Court Related Functions 11,320,000 2.3% 11,320,000 2.3% Treasurer-Tax Collector 2,450,000 0.5% 2,450,000 0.5% Veterans Service 1,200,000 0.2% 1,200,000 0.2% 497,686,526 1 100.0% 492,550,000 100.0% 1 The difference between the total Baseline Request and total General Purpose Revenue is the funding augmentation/program reductions described in the individual Department narratives beginning on page 47. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 491 GENERAL PURPOSE REVENUE DISTRIBUTION (Continued) As shown below, the majority of General Purpose and Debt Service Revenue is allocated to a handful of County Departments/Program areas; in fact, 83.5% of our General Purpose and Debt Service Revenue is spent in just nine departments. The table below also shows the ranking of Department/Program share (including Appropriations for Contingencies) of General Purpose Revenue. Ranking of Department Share of General Purpose Revenue 2019-20 Baseline Share of Total 2019-20 Recommended Share of Total Health Services 134,636,000 27.1% 134,636,000 27.3% Sheriff-Coroner 97,725,000 19.6% 97,725,000 19.8% Probation 47,036,014 9.5% 44,000,000 8.9% Public Works 27,000,000 5.4% 27,000,000 5.5% Employment and Human Services 26,913,000 5.4% 26,913,000 5.5% 83.5% Public Defender 26,542,000 5.3% 26,542,000 5.4% District Attorney 22,473,683 4.5% 21,746,000 4.4% Capital Improvements 16,500,000 3.3% 16,500,000 3.3% Assessor 16,990,736 3.4% 16,250,000 3.3% Superior Court Related Functions 11,320,000 2.3% 11,320,000 2.3% Contingency Reserve 10,000,000 2.0% 10,000,000 2.0% County Administrator 7,420,000 1.5% 7,420,000 1.5% Board Of Supervisors 7,104,254 1.4% 7,060,000 1.4% Central Support Services: 6,990,000 1.4% 6,990,000 1.4% Clerk-Recorder Elections 6,868,000 1.4% 6,868,000 1.4% Conflict Defense Services 6,000,000 1.2% 6,000,000 1.2% Employee/Retiree Benefits 5,500,000 1.1% 5,500,000 1.1% Animal Services 4,500,000 0.9% 4,500,000 0.9% 17.0% Auditor-Controller 3,791,849 0.8% 3,500,000 0.7% Human Resources 3,568,578 0.7% 3,200,000 0.6% Agriculture-Weights/Measures 2,427,412 0.5% 2,500,000 0.5% Treasurer-Tax Collector 2,450,000 0.5% 2,450,000 0.5% County Counsel 2,000,000 0.4% 2,000,000 0.4% Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.4% Veterans Service 1,200,000 0.2% 1,200,000 0.2% Conservation & Development 785,000 0.2% 785,000 0.2% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Department Of Information Technology 95,000 <.1% 95,000 <.1% Debt Service (2,500,000) (0.5%) (2,500,000) (0.5%) 497,686,526 1 100.0% 492,550,000 100.0% 1 The difference between the total Baseline Request and total General Purpose Revenue is the funding augmentation described in the individual Department narratives beginning on page 47. County Summary Information 492 County of Contra Costa FY 2019-2020 Recommended Budget APPROPRIATIONS BY DEPARTMENT All Funds The following table shows total appropriations by Department regardless of the funding source. Please note that several Departments – such as the Library and Child Support Services – do not appear in the preceding charts because they do not receive any General Purpose Revenue. 2019-20 2019-20 Baseline Recommended Difference County Departments Agriculture-Weights/Measures 7,057,729 6,957,000 (100,729) Animal Services 12,795,000 12,795,000 0 Assessor 21,652,757 20,912,021 (740,736) Auditor-Controller 10,557,143 10,265,294 (291,849) Board Of Supervisors 8,280,829 8,280,829 0 Capital Improvements 18,256,915 18,256,915 0 Central Support Services: 13,855,649 13,811,395 (44,254) Child Support Services 19,435,516 20,383,000 947,484 Clerk-Recorder Elections 27,215,268 27,215,268 0 Conservation & Development 71,142,082 71,142,082 0 Contingency Reserve 10,000,000 10,000,000 0 County Administrator 18,476,719 18,589,819 113,100 County Counsel 7,377,850 7,377,850 0 Conflict Defense Services 6,000,000 6,000,000 0 Crockett-Rodeo Revenues 560,000 560,000 0 Debt Service 48,489,452 48,489,452 0 Department Of Information Technology 8,506,729 8,506,729 0 District Attorney 49,036,999 48,484,256 (552,743) Employee/Retiree Benefits 5,500,000 5,500,000 0 Employment and Human Services 516,684,596 516,829,000 144,404 Health Services 1,927,926,156 1,927,926,156 0 Human Resources 11,901,782 11,533,204 (368,578) Justice System Development/Planning 10,836,431 10,836,431 0 Library 34,856,500 34,856,500 0 Probation 86,232,830 83,196,816 (3,036,014) Public Defender 30,713,676 31,116,117 402,441 Public Safety Realignment 184,644,028 184,644,028 0 Public Works 254,520,236 254,792,238 272,002 Sheriff-Coroner 254,530,589 254,530,589 0 Superior Court Related Functions 17,517,386 17,517,386 0 Treasurer-Tax Collector 5,678,625 5,678,625 0 Veterans Service 1,513,000 1,513,000 0 Total County 3,701,752,472 3,698,497,000 (3,255,472) Special Districts CCC Fire Protection District 182,251,142 183,638,033 1,386,891 CCCFPD EMS Transport Fund 46,652,569 47,141,000 488,431 Crockett/Carquinez Fire 612,000 612,000 0 Special Districts (Other Than Fire) 205,705,516 205,705,516 0 Appropriations Grand Total 4,136,973,699 4,135,593,550 (1,380,150) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 493 APPROPRIATIONS BY STATE FUNCTION CODE Many Departments provide more than one area of service. The charts below categorize total County Appropriations by State Function Code. ALL FUNDS: $3.69 Billion GENERAL FUND: $1.70 Billion General, $238,303,284 , 7% Public Protection, $633,866,658 , 17% Health & Sanitation, $1,901,368,475 , 52% Public Assistance, $670,355,228 , 18% Education, $34,856,500 , 1% Public Ways & Facilities, $161,257,403 , 4% Debt Service, $48,489,452 , 1% Appropriations for Contingencies, $10,000,000 , <1% General, $215,174,559 , 13% Public Protection, $476,594,944 , 28%Health & Sanitation, $460,500,213 , 27% Public Assistance, $497,140,972 , 29% Public Ways & Facilities, $45,687,289 , 3% Appropriations for Contingencies, $10,000,000 , <1% County Summary Information 494 County of Contra Costa FY 2019-2020 Recommended Budget POSITION SUMMARY All County Funds The table below provides FTE positions for all funds for two prior years (2016-17 and 2017-18 Actuals), current year (2018-19 Budget), Projected Year (2019-20 Baseline), and for the 2019-20 Recommended Budget. Current year figures reflect total estimated net position counts for all Departments, as of the beginning of budget production. Please note that these numbers represent rounded/funded FTEs. Agriculture-Weights/Measures had a decrease of 1 FTE, Board of Supervisors/Merit Board had a decrease of 0.5 FTE, Child Support an increase of 9 FTE, County Administrator a decrease of 1 FTE, District Attorney has an increase of 1 FTE, Employment and Human Services has a net increase of 1 FTE (after elimination of 67 vacant/unfunded positions), Human Resources a decrease of 2 FTE, Probation a decrease of 22 FTE, Public Defender an increase of 1 FTE, Public Works an increase of 3 FTE, Contra Costa County Fire Protection District an increase of 7 FTE, and CCC Fire Protection District EMS Transport increase of 1 FTE. 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Net Change County Departments Agriculture-Weights/Measures 40.6 44.2 44.6 44.6 43.6 (1.0) Animal Services 84.0 89.0 77.0 77.0 77.0 0.0 Assessor 122.0 122.0 122.0 122.0 122.0 0.0 Auditor-Controller 57.0 60.0 60.0 60.0 60.0 0.0 Board Of Supervisors 31.5 31.5 32.3 32.3 31.8 0.5 Central Support Services 43.0 43.0 44.0 44.0 44.0 0.0 Child Support Services 171.0 171.0 144.0 144.0 153.0 9.0 Clerk-Recorder Elections 82.5 82.5 82.5 82.5 82.5 0.0 Conservation & Development 170.0 173.0 177.0 177.0 177.0 0.0 County Administrator 33.5 34.0 35.0 34.0 35.0 1.0 County Counsel 50.0 50.0 52.0 52.0 52.0 0.0 Dept of Information Technology 79.0 82.0 84.0 84.0 84.0 0.0 District Attorney 205.5 205.5 221.5 221.5 222.5 1.0 Employ’t and Human Services 2,234.0 2,009.0 1,971.5 1,902.5 1,903.5 1.0 Health Services 3,778.1 3,825.0 3,917.0 3,917.1 3,917.1 0.0 Human Resources 48.0 52.0 52.0 52.0 50.0 (2.0) Justice System Dev/Planning 3.0 5.0 5.0 5.0 5.0 0.0 Library 194.4 197.8 200.7 200.7 200.7 0.0 Probation 356.5 366.5 367.5 367.5 345.5 (22.0) Public Defender 109.3 115.3 137.1 137.1 138.1 1.0 Public Works 507.8 527.8 542.8 542.8 545.8 3.0 Sheriff-Coroner 1,050.1 1,061.5 1,058.5 1,058.5 1,058.5 0.0 Treasurer-Tax Collector 29.5 29.5 29.5 29.5 29.5 0.0 Veterans Service 9.5 9.5 9.5 9.5 9.5 0.0 Total County FTE 9,489.7 9,386.6 9,467.0 9,397.0 9,387.5 (9.5) Special Districts CCC Fire District-Consolidated 352.6 360.6 397.6 397.6 404.6 7.0 CCCFPD Ems Transport Fund 0.0 7.0 11.0 11.0 12.0 1.0 Special Districts (Not Fire) 16.0 17.0 17.0 17.0 17.0 0.0 All Funds FTE 9,858.3 9,771.2 9,892.6 9,822.6 9,821.1 (1.5) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 495 POSITION SUMMARY General Fund The table below provides FTE positions for the General Fund for two prior years (2016-17 and 2017-18 Actuals), current year (2018-19 Budget), Projected Year (2019-20 Baseline), 2019-20 Recommended Budget, and net change from Baseline to Recommended. These figures are independently rounded by Department. 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Net Change General Fund Departments Agriculture-Weights/Measures 40.6 44.2 44.6 44.6 43.6 (1.0) Animal Services 84.0 89.0 77.0 77.0 77.0 0.0 Assessor 122.0 122.0 122.0 122.0 122.0 0.0 Auditor-Controller 57.0 60.0 60.0 60.0 60.0 0.0 Board Of Supervisors 31.5 31.5 32.3 32.3 31.8 (0.5) Central Support Services 43.0 43.0 44.0 44.0 44.0 0.0 Clerk-Recorder Elections 71.5 71.5 71.5 71.5 71.5 0.0 Conservation & Development 2.0 2.0 3.0 3.0 3.0 0.0 County Administrator 33.5 34.0 35.0 34.0 35.0 1.0 County Counsel 50.0 50.0 52.0 52.0 52.0 0.0 Dept Of Information Tech 79.0 82.0 84.0 84.0 84.0 0.0 District Attorney 205.5 205.5 221.5 221.5 222.5 1.0 Employment and Human Svc 2,112.0 1,888.0 1,853.5 1,792.5 1,793.5 1.0 Health Services 1,109.3 1,346.1 1,385.7 1,385.7 1,385.7 0.0 Human Resources 48.0 52.0 52.0 52.0 50.0 (2.0) Justice System Dev/Planning 3.0 5.0 5.0 5.0 5.0 0.0 Probation 356.5 366.5 367.5 367.5 345.5 (22.0) Public Defender 109.3 115.3 137.1 137.1 138.1 1.0 Public Works 472.8 489.8 504.8 504.8 507.8 3.0 Sheriff-Coroner 1,042.1 1,038.5 1,035.5 1,035.5 1,035.5 0.0 Treasurer-Tax Collector 29.5 29.5 29.5 29.5 29.5 0.0 Veterans Service 9.5 9.5 9.5 9.5 9.5 0.0 Total General Fund FTEs 6,111.5 6,174.9 6,227.0 6,165.0 6,146.5 (18.5) County Summary Information 496 County of Contra Costa FY 2019-2020 Recommended Budget EMPLOYEE RETIREMENT RATE INFORMATION The County continues to carry a number of vacant positions due, in part, to unprecedented numbers of retirements during calendar year 2011 and 2012, which was exacerbated by the Great Recession. The chart below provides the last ten years of retirement history by year and for the month of March. Historically March retirements are the highest because retirees must be retired by April 1 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’ Retirement Association. Retirements 2009-2018  0 100 200 300 400 500 600 700 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 221 179 413 308 141 208 174 156 145 181 66 105 208 81 58 91 40 64 83 89 Balance of Year Month of March County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 497 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Intergovernmental Revenue: $975.2 Million/26.6% of Total Sources This major revenue source includes allocations from other government entities, primarily Federal and State, a large portion of which is various State Realignment revenue streams and Public Safety Services (commonly referred to as Prop 172) revenue. The State has achieved significant policy improvements several times over the past 20 years by reviewing state and local government programs and realigning responsibilities to a level of government more likely to achieve good outcomes. During years of fiscal difficulty, realignment proposals by the legislature or administration often included additional revenues earmarked for the transferred programs, such as health, mental health and various social service programs. State Aid Realignment-Sales Tax ($235.2 million): Contra Costa’s total Realignment-Sales Tax revenue is budgeted at $235.2 million, 75.3% of which is comprised of 2011 Realignment Fund revenues. The 2011 realignment plan shifted the responsibility and funding for a series of major programs from the state to local level. In total, the realignment plan provides $8.1 billion to local governments to fund various criminal justice, mental health and social services programs in the current year and $8.4 billion is estimated in the FY 2019-20. In FY 2019-20, Contra Costa County’s share of community corrections base allocation will be increased; however, while our “Base” is increasing in FY 2019-20 over FY 2018-19, the percentage share that our County receives of the statewide allocation remains fixed. Realignment revenue is dependent on a statewide pool of funds, which is derived from Vehicle License Fees and a portion of the State sales tax. It is projected to increase in FY 2019-20, based on current estimates in the Governor’s January Proposed Budget. $700,000 $750,000 $800,000 $850,000 $900,000 $950,000 $1,000,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $784,318 $780,170 $836,367 $851,065 $915,418 $975,272 Intergovernmental Revenue (in thousands of dollars) County Summary Information 498 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Intergovernmental Revenue (continued) Federal Aid ($237.2 million): The County is projecting to receive federal aid for a variety of programs in FY 2019-20. The largest source provides support for CalWorks and CalFresh in the Employment and Human Services Department ($87.1 million), which is distributed based in part on caseload, program allocation and time studies. Some of the other programs are: adoptions ($8.3 million), child boarding homes ($10.5 million), community services administration ($33.0 million), other Federal aid ($11.0 million), employment and training ($7.5 million), family maintenance ($9.7 million), miscellaneous federal health projects ($15.6 million), highway construction monies ($17.3 million), and HUD Block Grants ($14.0 million). State Aid Public Safety Services ($85.5 million): The half-cent public safety tax was approved by the voters in 1993 to permanently extend a temporary state tax that had been enacted to offset the state's fiscal crisis. The state controller forwards the revenue to each county on the basis of that county's share of statewide taxable sales. The county auditor then distributes to its local agencies via a formula based on the amount of property tax lost to previous state expropriations by ERAF (Educational Revenue Augmentation Funding). Revenues can only be used for specified public safety purposes. In Contra Costa they are allocated to the departments of the Sheriff and District Attorney. The County’s sales tax consultants project that these revenues will increase in FY 2019-20 due to an increase in Proposition 172 statewide sales tax receipts. The increase over the current year budgeted figures is $3.7 million. State Aid Realignment-Mental Health ($27.6 million): The 2011 realignment plan shifted the responsibility and funding for a series of major programs from the state to local level. In total, the realignment plan provides $8.1 billion to local governments to fund various criminal justice, mental health and social services programs in the current year and $8.4 billion is estimated in the FY 2019-20. Contra Costa’s total Realignment – Mental Health is budgeted at $27.6 million for FY 2019-20. All of these monies are budgeted within Health Services and are used to provide mental health services to both children and adults, including probationers. This funding is generated through sales tax, including the AB109 sales tax allocation, and is projected by the Health Services Department based on prior year receipts and anticipated sales tax growth. There is no growth expected in FY 2019-20. Title IV-D Revenues ($20.3 million): Child Support Services is projecting to receive just over $20 million in Federal Family Support funds in FY 2019-20. This is a Federal funding source and is projected by the Child Support Services Department based upon performance and current year expenses, due mainly to flat expenditures; projected revenue growth is flat as well. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 499 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Hospital/Health Plan Revenue: $1.324 Billion/36.16% of Total Sources Operation of the Contra Costa Regional Medical Center (CCRMC) is financially administered primarily with Hospital/Health Plan revenues. This major revenue source includes revenue from charges for patient services (including Medicare, Medi-Cal and Health plan reimbursements). PHP/Medi-Cal Premiums ($639.2 million): The budgeted revenue anticipates enrollment of the State of California Medi-Cal recipients into the County Managed Care two plan model. The member month and market share projections are developed based upon statewide data and modified based upon historical trends. The anticipated monthly capitated payment amount is based on State contracted rates. The projected member months multiplied by the State contract rate produce the budgeted revenue. Medi-Cal Reimbursement ($299.2 million): Fee for Service Medi-Cal inpatient hospital services are reimbursed on a per day basis (adjusted at year end per the terms of the State Medi-Cal waiver). The days have been projected based on historical patterns and adjusted for known service staffing levels. The per day rate is then multiplied by the number of projected patient days to arrive at the budget. Medi-Cal outpatient services are reimbursed on a Federally Qualified Health Center all-inclusive rate per visit inclusive of the physician component. The visits are projected based on historical patterns and then adjusted for new medical service additions and deletions. The resultant visit volume is then multiplied by the estimated revenue per visit to arrive at the budgeted amount. $1,000,000 $1,150,000 $1,300,000 $1,450,000 $1,600,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $1,210,287 $1,262,863 $1,432,207 $1,523,876 $1,385,877 $1,324,229 Hospital/Health Plan Enterprise Fund Revenue (in thousands of dollars) County Summary Information 500 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Hospital/Health Plan Revenue (continued) Health Plan Reimbursement ($114.6 million): The revenue is for Inpatient and Outpatient managed care services reimbursed on a capitated basis. The revenue forecast is based on anticipated enrollment consistent with State wide trends coupled with utilization rates per thousand (for both days and visits). The member projection and volume estimates are then combined with the anticipated payment rate to arrive at the budget amount. Miscellaneous Hospital Revenue ($82.7 million): The County Hospital and Clinics are expected to receive in excess of $82.7 million in miscellaneous revenues in FY 2019-20. This revenue source varies drastically from year to year. In FY 2015-16 actual revenues from these sources were $53.6 million and in FY 2017-18 they were $78.2 million. The largest source of these revenues is from Public Hospital Redesign and Incentive in Medi-Cal (PRIME). The revenues are projected from a variety of sources within the Health Services Finance unit. Contra Costa Health Plan Premiums ($67.2 million): The budgeted revenue anticipates enrollment of the Commercial members into the County managed care plan. The member months are based upon historical trends and adjusted for product additions or deletions. The resultant number of months is multiplied by the average prior period rate per month to produce the budgeted revenue. Medicare Reimbursement ($43.2 million): Medicare Inpatient services (Regular Health) are paid on a per discharge basis. A DRG (Diagnostic Related Group) code is assigned to each inpatient stay and the corresponding weight is multiplied by the federal rate (published in the federal register) adjusted by locality. The DRG is intended to identify the ‘products’ the hospital provides to a patient. Outlier payments are made for costs that exceed the threshold as established in the federal register. The budgeted revenue anticipates inpatient discharges with a DRG case mix consistent with prior periods trended forward based upon the last six months of actual data. Medicare Outpatient services are paid by APC (Ambulatory Payment Classification) codes. Each code is assigned a value by CMS (Centers for Medicare and Medicaid Services) and these codes are adjusted by locality. The APC codes are determined by the CPT (Current Procedural Terminology) code billed for the facility portion of the medical services and procedures rendered to the patient. The budgeted revenue anticipates a patient volume and APC mix consistent with the prior period activity. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 501 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Enterprise Fund Subsidy: $60.3 Million/1.6% of Total Sources Operation of the Contra Costa Regional Medical Center (CCRMC) is financially administered primarily with Hospital/Health Plan revenues. This major revenue source includes revenue from charges for patient services (including Medicare, Medi-Cal and Health Plan reimbursements). The County General Fund is also used as a source of Enterprise Fund subsidy. Dramatic changes occurred with the Hospital/Health Plan based on full implementation of the Affordable Care Act (ACA). These changes had a significant impact on County operations and how these functions are financed. Hospital Subsidy ($56.3 million): Historically, the County General Fund has provided a general fund subsidy to the Hospital and Clinics (Enterprise Fund I). These revenues are allocated from projected property tax revenues and are set as a fixed dollar amount. The allocation had been reduced significantly over the last five years primarily related to the implementation of the ACA. Beginning in early fiscal year 2018-19 the ACA membership and related revenue peaked and began to decline. The ACA impact coupled with new labor agreement costs created a need for additional subsidy. To adjust to the new volume and cost forecasts, and to avoid program reductions, the General Fund subsidy to the programs has been increased to $60.3 million. A strategic plan is under development to address the growth slowdown. The subsidy reduction in FY 2014-15 was temporary and due to the recognition of start-up revenues related to the ACA. Health Plan Subsidy ($3.9 million): Historically, the County General Fund has provided a general fund subsidy to the County health plan (Enterprise Fund III) for the In-Home Supportive Services population. These revenues are allocated from projected property tax revenues and are set as a fixed dollar amount. The subsidy has remained constant over the past five years. $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $23,513 $27,308 $27,436 $26,074 $23,657 $60,345 Hospital Enterprise Fund Subsidy Revenue (in thousands of dollars) County Summary Information 502 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Taxes: $459.8 Million/12.56% of Total Sources Contra Costa’s largest General Fund revenue source is from Taxes. This major revenue source includes primarily Property Taxes, including Property Tax In-Lieu of Vehicle License Fees, that are levied on taxable real and personal property which is situated in the County as of the preceding January 1. Another major tax source is Sales and Use Tax. Property Taxes-Current Secured ($279.8 million): Property Taxes, which are regulated by the State and locally administered and distributed by the County, are based on one percent of taxable property value. Property taxes can increase, or decrease, annually based upon the California Consumer Price Index (CCPI), but are limited to a two percent increase per year unless the property is sold or new construction occurs, in which case the property value for taxation purposes is adjusted by the County Assessor. Property values may also be temporarily reduced due to declines in the market value of the property below the current assessed value, as was the case during the recession. Contra Costa relies on a consulting firm to project Property Tax growth. The County Administrator’s Office analyzed this information and is recommending budgeting 5.0% growth over current year projections from this revenue source. $325,000 $350,000 $375,000 $400,000 $425,000 $450,000 $475,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2016-17 Actual 2018-19 Budget 2019-20 Recommended $359,425 $388,756 $411,531 $431,636 $438,378 $459,835 Taxes (in thousands of dollars) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 503 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Taxes Revenue (continued) Property Tax In-Lieu of Vehicle License Fees ($133.5 million): A portion of Property Tax revenue is Property Tax In-Lieu of Vehicle License Fees (VLF). The VLF is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal property. By law, all revenues from the VLF fund city and County services, but the State legislature controls the tax rate and the allocation among local governments. In 2004, the legislature permanently reduced the VLF tax rate and eliminated state general fund backfill to cities and counties. Instead, cities and counties now receive additional transfers of property tax revenues in lieu of VLF. The County Administrator’s Office is projecting 5.0% growth in VLF for FY 2019-20 based on property tax projections. Sales and Use Tax/In-Lieu Sales and Use Tax ($14.0 million): Sales tax is the responsibility of the seller, and the local portion is generally allocated to the jurisdiction where the seller’s sales office, order desk or cash register is located. Use tax is levied upon the purchaser; and normally applies either when title to the merchandise has passed at a point outside of California, or when the item(s) sold are affixed to real property as part of a construction contract. Because these transactions are not tied to a permanent, in-state place of business the use tax is normally distributed via the county allocation pools and shared among all jurisdictions in that county. In- Lieu Sales and Use Tax are those taxes transferred to a county or a city from a Sales and Use Tax Compensation Fund or an Educational Revenue Augmentation Fund. These revenues replaced the 0.25% of the Bradley-Burns sales and use tax that were previously credited to the general funds of all cities and counties but are now being used for debt service payment of State Economic recovery bonds. This funding mechanism became known as the “Triple Flip”. The Governor’s FY 2014-15 state budget included a supplemental payment of $1.6 billion to allow the 2004 Economic Recovery Bonds to be paid off earlier than originally planned. Based on our review of historical annual Triple Flip reconciliations, all past takeaways have been properly trued up and no additional amounts are due to local/county agencies. Starting with monthly advances in March 2016 (representing sales activity starting January 1, 2016) and thereafter, Bradley-Burns allocations reverted to the original 1% amount. Due to the increase in monthly cash flow, many agencies experienced a one-time bump in recorded accrued revenues for the 2015-16 fiscal year when compared to the 2014-15 fiscal year. Contra Costa relies on a consulting firm to project Sales and Use Tax. The FY 2019-20 Recommended Budget includes a slight decline in net sales taxes. County Summary Information 504 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Other Major Revenues: $842.3 Million/23.00% of Total Sources Other Major revenues and financing sources include License/Permits/Franchises, Fines/Forfeits/Penalties, Use of Money and Property, Charges for Services, and Miscellaneous Revenue. License/Permits/Franchises ($30.8 million): The majority of the County’s revenues in this category come from construction permits ($15.4 million), franchise fees ($8.5 million), landfill surcharges ($2.4 million), and animal licenses ($1.6 million). All of these revenue projections are based upon very recent trend analysis as historic figures tend to project higher than can reasonably be anticipated. Fines/Forfeits/Penalties ($28.8 million): The majority of the County’s fines are from general fines ($3.6 million), miscellaneous penalties ($2.4 million), and vehicle code fines ($1.0 million). Projections for these revenues are based upon recent experience and cases recently settled or in-the-pipeline. An additional source of general purpose revenue is generated from a transfer from the Tax Losses Reserve Fund ($20 million). Allocations from the Tax Losses Reserve fund to the General fund are based upon total funds available over the statutory minimum and level transfer sustainability. $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $647,382 $654,219 $693,073 $743,347 $785,076 $842,394 Other Major Revenues (in thousands of dollars) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 505 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Other Major Revenues (continued) Use of Money and Property ($31.4 million): These revenues are generated from monies earned on cash deposits, bond proceeds and other investments. They include amortization of premiums and discounts on debt securities and interest income on leases. Investment earnings on bank deposits and other forms of investment include interest, dividends and change in the fair value of investments. The largest revenues in this category are $23.9 million from earnings on investments, $4.4 million from aviation operations/rent and concessions from the Buchanan Airport, and $1.5 million from rent on real estate and office space. Earnings from use of money and property have grown significantly, due to increased investments and higher interest rates. Charges for Services ($281.0 million): Eleven of the 84 revenue sources in this category account for over 75% of the revenue. The largest is Medi-Cal for mental health services ($81.4 million), which is projected based upon trend as well as State contract. Contract law enforcement services accounts for $25.3 million and are based upon current contracts to cover projected actual expenditures. Building maintenance services costs account for $42.0 million, $5.5 for city contracts for animal services, and $12.0 million for reciprocal transactions between governmental funds (contracts and interfund loans). For the most part, these revenues are projected based upon existing contracts. The County also expects to receive $16.8 million from health inspection fees, $8.4 million in recording fees, $8.0 million in assessment collections, $7.4 million from planning and engineering services, $5.6 for communication services, and $5.4 million for miscellaneous current services in FY 2019-20. These revenue projections are based upon recent County trends. Miscellaneous Revenue ($470. million): Over $376.8 million in miscellaneous revenues are government to government reimbursements for recovery of shared and/or actual costs of raw materials and/or raw labor. Included in this category, and the most common in Contra Costa County, are non-arms-length transactions such as the Public Works Department charging the Road or Flood Control Funds. Other large sources of miscellaneous revenues are government to government transfers ($12.2 million). These are one-way transactions where assets are transferred from one fund to another fund without anything in return (e.g. Subsidy). These miscellaneous revenues are projected to increase in FY 2019-20 and are based upon planned future projects. The second largest miscellaneous revenues at $48.1 million are contributions from other funds. Of this amount, $43.6 million is budgeted for the principal and interest costs for the Pension Obligation Bonds for employee retirement liabilities ($43.6 million) and to fund the Retirement Litigation debt services repayment ($2.7 million). Projected funds are calculated per the established debt schedules and allocated across projected employee payroll based upon recent experience (see Debt Service, page 125). Note that the FY 2017-18 Actuals includes $22.5 million in general fund balance allocated for the West County Reentry Treatment and Housing facility grant match and $3.1 million in AB109 related capital projects (see Public Safety Realignment, page 427). County Summary Information 506 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Medicare Contr Allowance (134,258,742) (138,515,228) 0 0 0 Medicare RHS/IP 176,120,717 183,027,017 42,376,870 43,212,568 835,698 Medicare Patient Services 41,861,975 44,511,789 42,376,870 43,212,568 835,698 Medi-Cal Contr Allowance 92,470,316 176,683,722 0 0 0 Medi-Cal RHS/IP 145,716,345 143,488,291 280,312,003 299,209,084 18,897,081 Medi-Cal Patient Services 238,186,661 320,172,013 280,312,003 299,209,084 18,897,081 Health Plan Contr Allowance (248,053,250) (299,708,804) 0 0 0 Health Plan RHS/IP 412,863,922 400,519,610 148,480,213 114,617,883 (33,862,330) Health Plan Patient Services 164,810,672 100,810,806 148,480,213 114,617,883 (33,862,330) Bad Debt Allowance (34,145,214) (40,471,670) 0 0 0 Commercial RHS/IP 35,090,068 37,366,064 10,308,146 11,346,312 1,038,166 Individual RHS/IP 8,975,775 13,385,372 0 0 0 Private Pay Patient Services 9,920,628 10,279,766 10,308,146 11,346,312 1,038,166 Interdepartmental Contr Allowance (1,302,041) (1,943,408) 0 0 0 Interdepartmental RHS/IP 7,491,209 5,978,022 4,773,496 3,809,780 (963,716) Interdepartmental Patient Svcs 6,189,168 4,034,614 4,773,496 3,809,780 (963,716) Other Contr Allowance (1,033,311) (675,187) 0 0 0 Other RHS/IP 1,033,311 675,187 0 0 0 Other Patient Services (0) 0 0 0 0 Cafeteria Receipts 114,284 287,071 129,958 439,938 309,980 Education & Training Charges 21,043 15,786 15,768 10,994 (4,774) Gain on Dsp Sl-Fixed Assets 2,200 3,000 0 0 0 Grants & Donations 11,383,793 12,097,017 11,397,703 16,267,006 4,869,303 Interfund Trans-PFA/Hospital 11,407,292 8,818 0 0 0 Medical Records Charges 193,297 184,114 177,439 185,140 7,701 Miscellaneous Hospital Revenue 37,188,837 49,135,602 66,566,023 58,745,935 (7,820,088) Occupancy & Rental Charges 62,084 96,897 80,666 80,709 43 Other External Hospital Rev 2,086,484 2,367,376 2,086,484 1,811,781 (274,703) SB 1732-MCAL CRRP Reimbursement 7,180,219 14,096,353 5,143,016 5,166,802 23,786 Other Hospital Revenues 69,639,533 78,292,034 85,597,057 82,708,305 (2,888,752) Charges to A/DA/Mental Health 25,584,481 28,816,136 27,113,469 27,874,287 760,818 Charges to Environmental Health 675,772 675,772 675,772 675,772 0 Charges to Public Health 527,000 200,000 0 0 0 Charges to Other County Depts 1,170,454 1,219,439 1,208,038 1,283,551 75,513 Charges To Gen Fund Units 27,957,707 30,911,347 28,997,279 29,833,610 836,331 CC Health Plan Premiums 62,497,379 59,462,718 61,539,424 67,230,236 5,690,812 Interest Earnings 3,501,726 4,404,457 2,164,550 1,819,153 (345,397) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 507 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Medi-Care Fed Premiums 2,971,198 3,048,501 2,732,592 0 (2,732,592) Other External Plan Rev 4,127,229 5,402,879 3,633,116 1,510,278 (2,122,838) PHP/Medi-Cal Premiums 792,172,322 856,040,008 708,503,066 639,284,840 (69,218,226) Realignment VLF Revenue 7,123,013 5,584,516 4,063,128 28,727,197 24,664,069 St Aid Realignment-Health-Ent 302,373 0 1,494,429 0 (1,494,429) External Health Plan Revenue 872,695,240 933,943,078 784,130,305 738,571,704 (45,558,601) Health Plan Subsidy 3,736,288 3,986,288 3,986,288 3,986,288 0 Hospital Subsidy 23,699,778 22,088,071 19,670,497 56,358,712 36,688,215 Enterprise Fund Subsidy 27,436,066 26,074,359 23,656,785 60,345,000 36,688,215 Interest Income 287 695 0 0 0 Supplemental State Payments 43,989 0 Major Risk Med Ins Revenue 44,276 695 0 0 0 Bond Interest 24,324 40,963 24,324 40,963 16,639 Rentals and Leases 876,946 878,399 876,946 878,399 1,453 Schools Funds Revenue 901,270 919,362 901,270 919,362 18,092 Equip Replacement Release 0 0 148,442 0 (148,442) Fund Balance Available 0 0 31,675,000 0 (31,675,000) Fund Balance 0 0 31,823,442 0 (31,823,442) Prop Taxes-Current Secured 242,924,300 257,518,324 259,443,795 279,820,607 20,376,812 Prop Taxes-Current Unsecurred 7,669,460 7,786,167 7,210,926 7,509,924 298,998 Prop Tax-In Lieu of VLF 116,815,583 123,383,456 129,550,000 133,500,000 3,950,000 Prop Tax-Supplemental 6,574,627 5,960,673 6,232,890 4,032,890 (2,200,000) Prop Tax-Unitary 8,194,303 8,860,304 8,535,740 8,547,189 11,449 Taxes Current Property 382,178,273 403,508,923 410,973,351 433,410,610 22,437,259 Aircraft Tax 436,466 565,208 380,000 400,000 20,000 Prop Taxes-Prior-Secured (593,711) (557,244) (661,923) (661,923) 0 Prop Taxes-Prior-Unsecured 248,746 (14,695) 25,949 25,949 0 Prop Tax-Prior Supplemental (375,309) (323,901) (439,144) (439,144) 0 Real Property Transfer Tax 10,117,454 10,860,298 10,000,000 10,000,000 0 Sales and Use Tax 16,146,859 14,267,394 15,000,000 14,000,000 (1,000,000) Transient Occupancy Tax 3,372,674 3,329,887 3,100,000 3,100,000 0 Taxes Other Than Cur Prop 29,353,178 28,126,947 27,404,882 26,424,882 (980,000) Animal Licenses 1,665,135 1,610,809 1,600,000 1,600,000 0 Business Licenses 755,868 767,091 545,715 663,192 117,477 Construction Permits 13,914,710 16,624,713 14,613,931 15,495,128 881,197 Franchise 1,972,418 2,123,114 1,000,000 2,000,000 1,000,000 Franchises 5,303,187 4,785,780 4,993,000 4,563,100 (429,900) Franchises - Cable TV 2,465,008 2,436,110 2,245,737 2,287,514 41,777 County Summary Information 508 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Franchises - Landfill Surcharge 2,497,166 2,509,331 1,800,000 2,400,000 600,000 Other Licenses & Permits 492,125 392,380 543,988 371,250 (172,738) Road Privileges & Permits 566,612 953,261 590,000 950,000 360,000 Specific Plan Fees 453,180 452,507 210,341 210,948 607 Zoning Permits 430,780 524,115 270,000 280,000 10,000 License/Permit/Franchises 30,516,189 33,179,210 28,412,712 30,821,132 2,408,420 Consumer Fraud Damages 227,050 61,197 510,000 510,000 0 Crime Prevention Fines 20 5,181 400 400 0 Drinking Driver-AB 2086 48,807 43,669 35,463 35,463 0 Failure to Appear Fines 363 875 240 150 (90) Failure to File Penalty 40,648 15,107 0 0 0 Fish and Game Fines 92,966 14,187 158,400 141,670 (16,730) General Fines 4,321,495 3,689,197 3,575,945 3,670,482 94,537 Misc Forfeits & Penalties 2,631,697 3,694,965 2,434,289 2,454,214 19,926 Parking Fines 535,230 588,570 288,000 340,116 52,116 Penalty & Costs - Delinquent Tax 1,871,833 1,250,651 585,000 666,000 81,000 Restricted Litter Fines 474 530 0 0 0 St Penalty Fd POC VC 40611 35,114 38,579 34,700 38,500 3,800 Tax Losses Reserve Refund 22,000,000 20,000,000 10,000,000 20,000,000 10,000,000 Unrestricted Litter Fines 3,239 3,864 400 500 100 Vehicle Code Fines 1,373,812 1,283,424 1,028,487 1,014,482 (14,005) Vehicle Code Priors 25,593 18,780 12,750 8,000 (4,750) Fines/Forfeits/Penalties 33,208,340 30,708,775 18,664,074 28,879,978 10,215,904 Aircraft Storage Fees 73,433 76,235 81,106 58,833 (22,273) Aviation Ops-Rent & Cncessn 4,135,567 4,350,362 4,223,297 4,400,381 177,084 Earnings on Investment 10,320,160 17,626,935 7,104,478 23,949,707 16,845,229 Gain on Sale of Investments 1,651,524 2,799 0 0 0 Interest on Bond Deposits 8,582 49,359 50,000 50,000 0 Interest on Loans & Receivables 20,707 21,460 159,000 144,000 (15,000) Other Rents 998,007 995,083 1,544,381 1,568,200 23,819 Rent of Office Space 444,864 494,228 449,570 453,964 4,394 Rent on Real Estate 592,739 307,165 571,750 868,307 296,557 Use Of Money & Property 18,245,584 23,923,625 14,183,582 31,493,392 17,309,810 Admin Federal - Other 86,947,757 84,087,433 81,014,734 88,000,024 6,985,290 Admin Fed Other CWS 0 39,829 0 0 0 Admin-State Health Miscellaneous 14,861,805 28,942,343 39,517,612 43,537,001 4,019,389 Admin State Medical Health Care 60,118,118 57,550,537 59,631,001 61,234,560 1,603,559 Admin State - Other 38,281,178 33,675,871 36,129,530 29,677,471 (6,452,059) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 509 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Admin State Other SSvcs-OCSS 0 0 500,000 0 (500,000) Admin State Out of Home Care 5,952,668 5,158,430 7,219,976 8,082,150 862,174 CCS Medical Cases Management 3,710,340 4,082,511 3,882,542 4,165,804 283,262 Fed Aid Adoptions 6,943,511 7,336,083 7,682,913 8,366,988 684,075 Fed Aid Airport Construction 1,468,745 411,277 509,375 3,718,125 3,208,750 Fed Aid Child Boarding Home 11,414,622 11,122,832 11,600,923 10,537,768 (1,063,155) Fed Aid Comm Services Admin 24,326,088 25,784,849 31,318,141 33,011,632 1,693,491 Fed Aid Crime Control 3,381,121 3,371,484 4,137,496 2,939,791 (1,197,705) Fed Aid Disaster-Rd Damage 0 114,431 546,000 201,000 (345,000) Fed Aid Employ & Training 7,765,501 4,950,269 6,811,349 7,594,954 783,605 Fed Aid Family Inc Mtce 9,750,609 9,671,393 10,034,998 9,776,204 (258,794) Fed Aid Family Support 18,509,187 18,435,776 18,769,093 20,383,000 1,613,907 Fed Aid HUD Block Grant 8,830,082 8,084,749 13,887,818 14,006,076 118,258 Fed Aid Hwy Construction 12,207,309 5,806,435 7,161,258 17,328,134 10,166,876 Fed Aid NIMH Grant 2,270,739 2,306,216 2,306,216 2,306,235 19 Fed Aid Refugees 113,150 95,123 114,987 81,416 (33,571) Federal in Lieu Taxes 6,061 6,176 0 0 0 Fed Health Admin (MCH&3140) 2,680,857 2,952,114 3,059,428 3,440,796 381,368 Fed Immunization Assist 536,539 217,538 318,664 331,091 12,427 Fed Nutrition Elderly 4,290,709 2,797,514 3,337,936 4,394,401 1,056,465 Fed W.I.C. Program 4,214,683 4,458,184 4,750,000 4,539,099 (210,901) Highway Users Tax Admin 20,004 20,004 20,004 20,004 0 Highway Users Tax Select 871,844 857,468 885,238 947,053 61,815 H/O Prop Tax Relief 1,982,296 1,964,299 1,650,000 1,650,000 0 Highway Users Tax Strm Drnge 52,875 52,875 52,875 52,875 0 Highway Users Tax Unrestricted 10,678,463 10,258,831 8,913,202 10,685,677 1,772,475 Highway User Tax 5/9APPT2105 4,920,213 4,972,510 5,257,649 5,127,734 (129,915) Miscellaneous State Aid 49,871,494 51,913,975 57,160,330 61,113,023 3,952,693 Misc Fed Health Projects 7,271,294 7,297,483 7,854,226 15,642,728 7,788,502 Misc Government Agencies 8,870,486 9,351,000 18,663,963 16,927,965 (1,735,998) Misc State Aid for Health 1,353,573 1,502,139 2,306,551 2,622,559 316,008 Other Federal Aid 15,072,734 14,643,954 15,430,847 11,036,866 (4,393,981) Other in Lieu Taxes 11,072 10,948 0 0 0 Other State in Lieu Tax 69,521 82,754 70,000 70,000 0 RDA Nonprop-Tax Pass Through 12,097,636 7,801,970 6,693,681 6,993,508 299,827 Reallocation/PY Adj Admn Fed 343,082 (978,405) 0 0 0 Reallocation/PY Adj Admn State 1,520,548 (141,880) 0 12,190 12,190 St Aid-Public Safety Services 77,499,977 81,282,182 81,779,546 85,548,319 3,768,773 County Summary Information   510 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change St Aid Traffic Congestion Mgmt 2,249,924 8,182,471 20,328,991 22,466,671 2,137,680 State Adoption Assistance 155,072 0 0 0 0 State Aid Area Agency on Aging (166,989) 573,955 442,603 589,049 146,446 State Aid Child Day Care 6,128,618 7,977,815 6,523,596 9,159,208 2,635,612 State Aid Children Brding Home 713,557 796,627 213,757 1,010,693 796,936 State Aid Drug AB Short-Doyle 30,126 567,284 2,386,413 3,869,813 1,483,400 State Aid Family Inc Mtce 2,456,026 1,031,141 2,503,072 1,016,679 (1,486,393) State Aid Food/Milk Subvention 1,050,877 1,076,795 1,176,495 1,101,715 (74,780) State Aid for Agriculture 2,807,773 2,466,142 2,606,759 3,250,036 643,277 State Aid for Aviation 100,622 17,790 12,734 92,954 80,220 State Aid for Civil Defense 2,059,535 1,731,008 1,549,505 1,549,505 0 State Aid for Crime Control 18,260,157 15,745,788 16,955,325 17,351,453 396,128 State Aid for Crippled Child 2,327,645 3,320,452 2,226,607 2,814,516 587,909 State Aid for Disaster-Other 1,077,172 1,065,521 1,000,000 1,000,000 0 State Aid Library -CLSA 125,266 125,466 76,000 74,000 (2,000) State Aid Mandated Expenditures 93,257 16,495 0 0 0 State Aid M/H Short-Doyle (30,414) 3,786,449 647,467 3,051,216 2,403,749 State Aid MH - SSI/SSP 386,073 410,603 386,074 386,074 0 State Aid Peace Off Training 548,586 477,612 557,454 555,331 (2,123) State Aid Realignment-M/H 27,944,297 27,694,956 27,694,953 27,694,953 0 State Aid Realignment-Sales Tax 206,839,321 217,534,855 227,966,706 235,242,719 7,276,013 State Aid Realignment-VLF 12,223,491 14,751,260 7,919,198 13,613,737 5,694,539 State Aid Realignment-VLF-MH 3,702,705 2,383,754 2,383,750 2,383,754 4 State Aid Refugees 3,711 9,388 0 0 0 State Aid SEOO Programs 11,108,673 12,774,368 13,849,071 14,575,276 726,205 State Aid Transportation Project 0 100,000 0 100,000 100,000 State Aid Veterans Affairs 225,041 197,532 188,043 188,000 (43) State Auto Welfare System 5,297,951 5,272,495 6,049,215 5,499,000 (550,215) State C.H.D.P. Program 1,401,046 1,274,404 1,427,846 1,318,697 (109,149) State Child Abuse Prevention 39,415 0 42,000 39,829 (2,171) St Motor Vehicle In Lieu Tax 420,086 500,642 0 0 0 Substance Abuse Grants 4,622,176 5,784,487 6,324,262 8,172,820 1,848,558 Vehicle Theft - VLF 1,077,398 1,065,735 1,000,000 1,000,000 0 Intergovernmental Revenue 836,366,684 851,064,794 915,417,998 975,271,918 59,853,921 Administrative Services 1,210,737 1,192,351 915,658 966,191 50,533 Agricultural Services 86,077 215,919 124,050 125,242 1,192 ARRA/Charges for Services 231,243 95,620 128,593 210,069 81,476 Auditing & Accounting Fees 3,341,093 3,649,020 3,970,013 4,241,533 271,520 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 511 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Autopsies & Medical Reports 15,518 36,624 20,100 20,150 50 Building Maintenance Services 38,213,957 41,566,689 39,468,342 42,054,489 2,586,147 Blood Withdrawal Fees 131,985 136,060 220,000 220,000 0 Cafeteria Receipts 125,106 124,764 108,500 108,000 (500) Candidates Filing Fees 84,728 143,939 100,000 100,000 0 Care of Prisoners 311,395 0 250,000 250,000 0 Charges/Cost of Probation 527,994 488,374 175,000 0 (175,000) Civil Processing Fee 444,481 150,555 125,334 99,652 (25,682) Civil Process Service 262,849 267,655 808,153 808,153 0 Client Fees 46,791 3,219 (0) (0) 0 Comm For Tax & Assess Coll 7,420,594 8,165,161 7,749,039 8,014,856 265,817 Communication Services 5,997,663 5,303,658 6,528,265 5,611,510 (916,755) Contract Humane Services-City 4,928,185 4,985,694 5,204,607 5,515,000 310,393 Contract Law Enforcement Svcs 23,152,519 22,842,994 24,995,575 25,386,692 391,117 Court Administration Cost 562,264 525,817 405,362 396,362 (9,000) Court Filing Fees 188,466 188,955 182,100 177,500 (4,600) Data Processing Services 2,591,112 2,518,317 3,202,319 2,815,340 (386,979) DoIT Data Process Supply 3,134 1,478 887 1,037 150 DoIT Data Process Services 648,908 796,926 1,499,888 1,272,654 (227,234) DoIT Mntn Radio Equipment 31,599 19,543 82,737 81,573 (1,164) DoIT Other Telcom Charges 230,103 35,880 117,456 110,043 (7,413) DoIT Phone Exchange 269,484 322,169 175,581 167,299 (8,282) Drinking Driver Program Fees 152,164 105,332 150,000 105,333 (44,667) Driver Education Fees 2,291,657 2,188,832 2,291,512 2,339,012 47,500 Election Service-Other 5,204,932 2,070,241 3,648,092 783,268 (2,864,824) Equipment Use Charges 497,529 586,428 638,013 645,457 7,444 ERDS fee 286,101 240,787 235,000 220,000 (15,000) Estate Fees 303,816 981,291 421,540 530,967 109,427 Fees Assessor 130,819 121,442 216,995 217,409 414 Fingerprint & Crime Report 17,439 18,210 40,000 40,000 0 Gen Svc-Building Lifecycle 83,496 214,229 79,285 200,000 120,715 Gen Svc-Building Occupy Costs 4,173,749 4,743,894 4,122,637 4,164,631 41,994 Gen Svc-Other G S Charges 1,464,196 1,611,242 1,338,510 1,241,051 (97,459) Gen Svc-Requested Maintenance 2,124,401 2,274,329 2,222,671 2,452,619 229,948 Gen Svc-Use of Co Equipment 874 416 0 0 0 Health Inspection Fees 14,153,958 14,355,378 16,388,682 16,847,626 458,944 Info Security Charges 59,788 69,985 0 0 0 Interfund Rev - Ent/Enterprise 17,340 14,500 0 0 0 County Summary Information 512 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Interfund Rev - Gov/Enterprise 889,323 797,019 739,335 808,948 69,613 Interfund Rev - Gov/Government 7,982,946 8,640,946 8,952,643 12,064,994 3,112,351 Jail Booking Fees 2,870,225 1,385,324 2,369,000 1,507,000 (862,000) Laboratory Services 2,803,442 2,801,051 2,800,000 2,800,000 0 Library Services 578,254 508,107 501,873 224,330 (277,543) Marriage Ceremony Fees 132,600 121,560 113,000 115,000 2,000 M/H Services-Medi-Cal 56,667,874 68,897,938 80,665,711 81,456,258 790,547 M/H Services-Medicare 2,966,709 1,168,291 3,470,325 1,687,140 (1,783,185) M/H Services-Other HMO Pat 64,646 31,380 42,564 15,720 (26,844) M/H Services-Payment Pay/Insur 2,639,944 3,194,192 3,366,764 3,029,889 (336,875) Microfilm & Reproduction Services 656,863 726,569 666,000 665,000 (1,000) Misc Current Services 4,861,849 4,563,857 4,757,228 5,440,385 683,157 Misc Health Fees 3,557,754 3,978,725 4,385,000 5,386,993 1,001,993 Misc Humane Services 504,745 479,218 666,000 500,000 (166,000) Misc Law Enforcement Services 3,857,821 3,678,252 4,094,535 3,224,930 (869,605) Misc Legal Services 1,603,771 1,985,590 1,512,385 1,783,000 270,615 Misc Road Services 298,037 730,173 269,750 220,000 (49,750) Misc Sanitation Service 1,750,746 1,664,304 1,700,000 1,949,250 249,250 Nuisance Abate 26,174 102,286 250,000 250,000 0 Nutrition Services 244,205 306,428 386,544 442,883 56,339 Patient Fees 62,387 69,849 55,500 86,300 30,800 Patient Fees-Immunization 41,806 71,559 45,000 71,500 26,500 Patient Fees-T.B. Testing 74,252 59,113 45,000 45,000 0 Personnel Services 1,981,387 2,542,191 2,386,356 2,714,976 328,620 Planning & Engineer Services 5,383,853 6,460,615 7,595,336 7,483,299 (112,037) Processing/Inspection Fee 1,162,278 1,120,091 1,972,300 1,500,000 (472,300) Prop Characteristic Info 100 0 0 0 0 Public Defense Repayments 0 28,499 0 94,000 94,000 Purchasing Fees 188,256 182,970 206,103 245,894 39,791 Recorders Modernizing Fee 1,423,689 1,169,999 1,210,000 1,000,000 (210,000) Recording Fees 8,767,613 7,720,594 8,623,139 8,411,275 (211,864) Redacting Fees 293,284 247,726 240,000 240,000 0 Refunds Indigent Burials 18,388 18,750 18,388 18,388 0 Returned Check Charges 60,171 51,659 45,000 45,000 0 Road Development Fees 2,348,659 4,517,189 2,439,400 3,245,000 805,600 Spay Clinic Fees 177,695 214,740 225,000 200,000 (25,000) Supplemental Roll Charges 3,337,388 2,908,149 2,963,000 2,863,000 (100,000) Survey Monument Fees 78,554 78,670 80,000 80,000 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 513 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Third Party Services Fee 2,050 2,250 2,200 2,100 (100) Training Services 737,369 694,307 638,398 638,398 0 Charges For Services 243,117,354 257,294,041 278,849,272 281,096,568 2,247,295 Contribution From Other Funds 37,949,141 44,038,031 47,113,547 48,122,310 1,008,763 Indemnifying Proceeds 1,125,459 771,326 360,260 360,260 0 Misc Grants & Donations 244,973 248,182 786,220 983,967 197,747 Misc Non-Taxable Revenue 15,086,023 19,289,032 25,365,532 26,740,648 1,375,116 Reimbursements-Gov/Enterprise 263,642 252,786 403,978 389,478 (14,500) Reimbursements-Gov/Government 301,667,929 312,751,368 354,644,795 376,857,434 22,212,639 Restricted Donations 1,166,724 932,097 661,047 621,269 (39,778) Sale of Animals 20,253 21,434 25,000 25,000 0 Sale of Equipment 623,082 527,126 420,000 430,000 10,000 Sale of Maps & Documents 46,839 33,657 59,045 42,764 (16,281) Sale of Real Estate 0 278,500 1,000,000 1,500,000 500,000 Sale of Rodent Poison 26,198 24,957 24,822 25,000 178 Seizures 221,224 235,786 253,500 254,000 500 Sundry Non-Taxable Sales 107,213 136 80,000 70,000 (10,000) Sundry Taxable Sale 28,986 20,298 26,400 26,400 0 Transfers-Gov/Enterprise 4,607 985,971 1,430,524 1,377,805 (52,719) Transfers-Gov/Government 9,405,149 17,830,307 12,311,558 12,276,948 (34,610) Unrestricted Donations (2,036) 514 0 0 0 Miscellaneous Revenue 367,985,406 398,241,508 444,966,228 470,103,283 25,137,055 GROSS REVENUE 3,400,614,204 3,575,997,688 3,580,228,965 3,662,075,371 81,846,406 County Summary Information 514 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Permanent Salaries 610,920,559 657,304,357 735,223,989 780,205,852 44,981,864 Temporary Salaries 46,195,937 45,877,689 38,903,810 42,629,139 3,725,329 Permanent Overtime 29,905,948 34,901,266 25,966,047 26,794,367 828,320 Deferred Comp 4,463,617 5,260,235 6,694,699 7,665,577 970,878 Hourly Physician Salaries 2,350,565 2,568,658 2,584,776 1,777,193 (807,583) Perm Physicians Salaries 47,894,376 48,448,232 52,256,144 52,697,129 440,985 Perm Phys Addnl Duty Pay 2,874,268 3,109,638 3,105,550 3,396,865 291,315 Comp & SDI Recoveries (2,950,087) (2,435,824) (2,412,301) (2,301,280) 111,021 Vacation/Sick Leave Accrual 2,210,168 1,871,557 25,000 25,000 0 FICA/Medicare 46,459,252 49,747,954 54,722,977 58,061,449 3,338,472 Ret Exp-Pre 97 Retirees 2,749,876 2,746,649 2,987,293 2,985,935 (1,358) Retirement Expense 243,621,672 265,439,841 297,983,420 301,350,836 3,367,416 Excess Retirement 295,844 318,304 486,037 489,837 3,800 Employee Group Insurance 93,047,706 99,002,851 114,525,623 136,435,280 21,909,657 Retiree Health Insurance 41,037,736 41,349,302 42,063,984 41,714,243 (349,741) OPEB Pre-Pay 18,535,711 19,100,711 18,082,499 17,791,880 (290,619) Unemployment Insurance 1,966,532 1,744,524 516,503 428,935 (87,569) Workers Comp Insurance 25,217,796 26,801,382 25,272,624 19,226,367 (6,046,256) Salaries And Benefits 1,216,797,475 1,303,157,328 1,418,988,674 1,491,374,605 72,385,931 Office Expense 6,119,099 6,066,934 6,393,921 6,768,871 374,950 Books-Periodicals-Subscriptions 595,816 583,831 644,359 625,705 (18,654) Postage 2,309,922 2,132,408 2,430,653 2,844,273 413,620 Communications 9,316,181 12,006,713 11,848,750 11,500,862 (347,888) Telephone Exchange Service 2,499,386 2,470,235 3,056,952 2,862,614 (194,338) Utilities 12,705,894 13,192,043 12,756,311 13,440,485 684,174 Small Tools and Instruments 301,280 226,167 316,878 394,387 77,509 Minor Furniture/Equipment 3,649,831 3,826,323 2,273,253 2,808,184 534,931 Minor Computer Equipment 4,802,933 2,996,224 4,349,609 3,797,554 (552,055) Medical & Lab Supplies 2,966,026 2,858,142 2,804,090 2,638,964 (165,126) Pharmaceutical Supplies 1,500,085 1,908,856 1,807,792 2,705,451 897,659 Food 4,034,565 4,088,400 4,076,093 3,643,407 (432,686) Clothing & Personal Supplies 1,525,153 1,656,771 1,573,697 1,503,178 (70,519) Household Expense 4,622,510 5,115,153 4,285,692 4,103,423 (182,269) Agricultural Expense 49,063 6,506 5,617 30,475 24,858 Publications & Legal Notices 311,301 338,925 329,542 355,211 25,669 Memberships 1,437,851 1,525,908 1,617,824 1,761,628 143,804 Rents and Leases-Equipment 2,630,854 2,509,756 3,018,341 2,747,039 (271,302) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 515 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Computer Software Cost 8,523,826 8,790,696 10,075,201 11,027,607 952,406 Rents & Leases - Property 12,510,528 13,733,394 15,226,053 15,662,402 436,349 Building Occupancy Costs 49,592,859 59,711,765 62,308,215 62,023,463 (284,752) Building Lifecycle Costs 1,414,563 4,876,918 3,023,821 4,890,836 1,867,015 Maintenance - Equipment 4,054,401 3,502,314 4,513,869 3,741,266 (772,603) Vehicle Repairs 4,602,425 5,241,386 4,507,551 4,512,551 5,000 Vehicle Fuel/Oil 2,541,158 2,885,885 2,598,180 3,025,977 427,797 Mntn Radio-Electronic Equipment 531,574 510,241 442,461 434,998 (7,463) Maintenance of Buildings 11,297,524 13,310,363 12,313,383 13,204,600 891,217 Grounds Maintenance 1,131,785 2,242,661 1,250,286 1,447,952 197,666 Requested Maintenance 7,560,808 10,507,121 7,701,102 8,693,495 992,393 Runway & Taxiway Maintenance 128,323 103,644 76,000 106,000 30,000 Non-Cap Imps - Maintenance 12,081 16,711 10,681 15,285 4,604 Non-Cap Imps-Renovation/Alts 193,710 411 500,000 300,000 (200,000) Non-Cap Imps-Betterments (28,815) 100,174 0 0 0 Transportation and Travel 627,857 806,787 791,839 796,336 4,497 Auto Mileage Employees 1,599,782 1,765,548 1,851,969 1,973,578 121,609 Use of Co Vehicle/Equipment 1,857,334 1,611,215 2,043,680 1,958,799 (84,881) Other Travel Employees 1,859,063 1,821,301 2,002,672 2,078,822 76,150 Judicial Auto Allowance 584 1,106 150 150 0 Freight Drayage Express 1,989,358 3,127,075 2,075,803 2,654,519 578,716 Non County Prof/Specialized Services 119,879,176 121,246,398 168,803,723 167,976,504 (827,219) Third Party Collection Services 3,132 0 0 0 0 Outside Attorney Fees 6,230,136 5,786,326 6,577,884 7,045,358 467,474 Contracted Temporary Help 2,419,152 2,078,949 1,854,408 1,449,720 (404,688) Data Processing Services 9,600,964 10,069,306 11,501,786 12,640,654 1,138,867 Data Processing Supplies 54,168 45,298 29,518 81,930 52,412 Court Reporter Transcript 171,525 174,254 161,760 158,550 (3,210) Public Works Contracts 8,397,984 20,029,052 18,656,034 29,062,260 10,406,226 Outside Medical Services 100,342,200 103,921,718 111,536,246 127,157,302 15,621,056 County Hospital Services 31,773,651 32,850,750 31,886,965 31,684,068 (202,897) Electronic Database Services 397,429 469,528 463,662 570,426 106,764 Microfilm Services-Gen 44,147 56,186 79,382 79,382 0 Information Security Charges 326,017 376,324 603,732 554,448 (49,284) Administrative Service 10,775,314 10,539,009 12,335,403 13,572,617 1,237,214 Other Gen Services Charges 2,686,723 3,261,463 1,179,590 1,467,361 287,771 GSD Courier Svc 377,711 397,413 482,287 449,063 (33,224) Other Telecom Charges 3,407,151 3,502,591 2,315,785 3,084,497 768,712 County Summary Information   516 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Other Interdepartmental Charges 37,724,101 46,149,299 53,583,757 58,388,846 4,805,089 Juror Fees 71,412 50,545 48,000 48,000 0 Witness Fees & Expenses 577,585 715,775 868,505 551,192 (317,313) Insurance 2,286,470 2,342,272 3,019,092 3,348,061 328,969 Adult Materials - Library 1,965,817 1,793,438 2,149,115 1,136,472 (1,012,643) Audio-Visual Supplies 304 148 0 1,000 1,000 Youth Materials - Library 874,961 1,369,971 556,771 1,704,708 1,147,937 Election Officers 429,234 237,855 400,000 400,000 0 Training & Registrations 991,428 988,736 1,261,374 1,237,057 (24,317) Road/Construction Materials 996,965 1,014,633 1,054,009 962,100 (91,909) Criminal Investigation 530,768 331,053 436,987 454,601 17,614 Specialized Printing 2,746,644 2,235,866 2,290,527 3,095,874 805,347 Fire Fighting Supplies 1,602 6,417 10,075 9,075 (1,000) Recreation 45,863 57,509 39,742 81,726 41,984 Ed Supplies and Courses 913,591 731,254 879,870 1,246,178 366,308 Fees - Non Agriculture Animal 155,344 149,381 157,500 127,100 (30,400) Other Special Departmental Expense 8,647,892 8,725,264 78,379,772 36,620,589 (41,759,183) Loss on Dsp Sl-Fixed Assets 119,762 636,771 0 0 0 Misc Services & Supplies 279,047 196,945 1,887,728 803,903 (1,083,825) Cash Shortage Reimbursement 913 1,374 1,454 1,700 246 Contract Expense-Kaiser 74,285,975 90,391,757 89,013,509 92,637,379 3,623,870 Registry 10,612,935 7,874,123 8,032,616 9,138,220 1,105,604 Public Health-Medical Services 26,117 59,115 26,117 59,115 32,998 Other Specialty Care 1,964,021 1,986,062 1,921,419 2,145,438 224,019 OP Visits-Specialist Physician 11,567,689 15,320,593 11,578,795 16,217,309 4,638,514 Laundry Contract 836,276 861,537 850,652 861,537 10,885 Computer Software Cost 7,981,962 9,396,684 11,391,827 12,937,115 1,545,288 Outpatient Mental Health 2,276,521 2,512,299 2,306,679 2,962,477 655,798 Other ER Charges (Lab~ Xray) 11,418,716 12,049,688 11,414,130 13,131,044 1,716,914 ER Physician Fees 12,726,321 10,927,579 12,502,996 10,805,909 (1,697,087) ER Facility Fees 4,061,188 3,791,096 3,895,878 4,067,452 171,574 IP Mental Health 15,732 7,951 13,225 7,101 (6,124) IP Radiology (Profee) 1,401,535 1,455,152 1,405,960 1,515,820 109,860 IP Surgery 38,320,113 38,828,532 39,208,032 39,833,559 625,527 IP Physician Visits 5,462,473 6,332,966 5,556,691 6,702,382 1,145,691 IP Fac Chrges (Incl OBDAY) 113,312,728 125,944,136 111,750,922 123,976,072 12,225,150 Obstetrics (Profee) 933,151 782,837 878,059 791,041 (87,018) Inpatient Lab (Profee) 910,871 904,393 879,572 1,007,227 127,655 Med Fees-House Med Staff 0 (0) 0 0 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 517 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Med Fees-Therapist & Other 11,565,978 8,683,591 9,267,336 8,701,258 (566,078) Consulting & Management Fees 13,528,764 17,926,060 13,370,283 15,674,849 2,304,566 Other Non-Medical Fees 46,464 109,846 112,045 119,363 7,318 Med Fees-Physician-Clinic Svc 27,510,132 18,564,447 27,259,824 31,473,211 4,213,387 IBNR Expense Accrual (19,704,502) 25,016,822 0 3,986,288 3,986,288 OP Lab/Pathology 13,684,381 14,212,114 13,517,981 15,279,339 1,761,358 Medi-CAL Expense Reimb Receipt (356) 0 (356) 0 356 IP Anes (Profee) 2,862,647 2,987,934 2,787,431 3,112,439 325,008 Prosthesis 2,732,043 1,813,726 2,732,042 2,165,868 (566,174) Sutures & Surgical Needles 178,461 151,173 178,461 168,648 (9,813) Surgical Packs & Sheets 0 0 1,000 1,000 0 Surgical Supplies - General 1,709,956 1,907,896 1,709,956 2,118,403 408,447 Anesthetic Materials 11,496 17,322 10,000 16,755 6,755 Oxygen and Other Med Gas 109,565 141,170 118,085 119,329 1,244 IV Solutions 4,706,906 4,991,184 4,648,534 5,079,450 430,916 Pharmaceuticals 79,990,130 81,238,161 80,803,276 82,862,199 2,058,923 Radioactive Materials 11,893,008 9,335,273 9,390,904 8,567,706 (823,198) Radiology Films 8,181,483 7,809,398 8,054,288 8,097,737 43,449 Other Med Care Mtl & Support 32,243,727 34,552,267 31,897,513 36,752,100 4,854,587 Other IP Anc Services 7,759,995 7,335,785 7,593,365 7,521,997 (71,368) Food-Other 1,651,077 2,044,224 1,726,160 1,956,494 230,334 Linen and Bedding 13,017 47,138 32,327 47,819 15,492 Cleaning Supplies 573,964 525,232 573,963 560,661 (13,302) Office & Admin Supplies 3,201,362 3,112,781 3,315,281 3,111,424 (203,857) Employee Wearing Apparel 895,994 944,805 895,993 933,852 37,859 Instruments & Minor Med Equip 1,274,612 995,982 1,274,613 1,368,961 94,348 Other Minor Equipment 5,158,240 5,174,160 6,682,922 5,112,013 (1,570,909) Other Non-Med Supplies 1,235,286 1,542,254 1,327,709 2,096,845 769,136 Other Purchase Service-Auditor 3,397,400 3,708,024 4,023,028 4,337,824 314,796 Other Purchase Service-Co Counsel 1,100,000 1,183,883 1,100,000 1,300,000 200,000 Other Purchase Service-Personnel 1,427,406 1,920,972 2,084,631 2,329,806 245,175 Ambulance/Medical Transportation 3,879,989 4,540,475 3,178,964 4,119,762 940,798 Other 25,679,863 28,171,135 26,114,289 29,010,751 2,896,462 OP Surgery-Facility 2,633,755 2,671,321 2,557,464 3,150,279 592,815 OP Surgery-Professional 13,892,238 15,256,319 14,040,795 15,842,933 1,802,138 CPSP (Perinatal) 717,717 697,017 676,424 758,722 82,298 CHDP 1,709,041 1,869,094 1,854,326 2,178,034 323,708 Microfilm Services 0 4,500 1,000 1,911 911 County Summary Information 518 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Medical-Purchased Service 236,375,931 185,322,018 185,491,105 153,122,073 (32,369,032) Repairs & Maintenance-Equipment 3,666,798 4,540,018 3,756,776 4,555,573 798,797 Management Services 337,289 717,723 680,598 720,010 39,412 Collection Agencies (1,609,273) (955,861) (447,659) (893,695) (446,036) Other Purchased Services 25,878,990 27,607,447 25,825,834 26,780,763 954,929 Transportation Services 621,171 728,544 328,930 806,513 477,583 Data Processing - County 908,243 1,044,177 1,195,723 1,221,732 26,009 Requested Maintenance-Gen Services 3,964,165 3,950,316 4,215,249 4,048,054 (167,195) Sub-Acute Facility (SNC) 10,591,037 12,128,005 10,299,634 12,924,715 2,625,081 Depreciation & Amort - Bldg & Improve 6,287,570 6,757,622 0 0 0 Depreciation & Amort - Lshd Improve 4,162 0 0 0 0 Depreciation & Amort - Equipment 3,788,882 3,760,477 111,166 109,578 (1,588) Building Occupancy Cost - Co 8,232,346 10,559,405 9,451,136 11,226,208 1,775,072 Rental/Lease Costs - Equipment 2,164,707 2,097,081 2,565,844 2,344,061 (221,783) Building Occupancy - Non Co 3,078,644 4,038,417 3,875,440 5,252,831 1,377,391 Utilities - Electric & Gas 1,911,562 1,834,907 2,254,406 2,045,752 (208,654) Utilities - Water 156,223 182,461 197,235 214,125 16,890 Insurance - Professional Liability 2,300,000 3,300,000 3,300,000 3,750,000 450,000 Insurance - Other 1,455,479 1,351,453 1,680,044 1,389,215 (290,829) Licenses 330,620 233,311 455,390 558,971 103,581 Interest Expense 6,661,276 5,483,699 6,448,154 5,252,494 (1,195,660) Telephone/Telegraph 5,546,195 5,386,786 5,535,439 5,847,561 312,122 Dues and Subscriptions 2,459,686 2,221,683 2,742,778 2,424,091 (318,687) Outside Training Supplies 484,563 536,820 627,839 713,075 85,236 Travel - Employee Mileage 559,049 656,958 544,708 717,251 172,543 Other Expenses 635,126 674,835 2,222,720 1,992,584 (230,136) Travel - CAD Approved 353,462 357,717 465,332 555,407 90,075 Travel - County Equipment 205,506 271,896 198,742 391,678 192,936 Building Lifecycle Costs-Co 0 0 6,705 6,705 0 Dental Services 175,722 213,110 193,481 219,211 25,730 Building Lifecycle Costs-Non-County 0 1,210 0 0 0 Intra-Departmental Trans/Other 0 91,860 0 0 0 Freight Expense Inv Items 72,901 71,609 72,902 108,003 35,101 Loss on Dsp Sl-Fixed Assets 94,119 49,051 94,119 5,460 (88,659) Interfund Trans-PFA/Hospital 3,348,473 0 0 0 0 Services And Supplies 1,426,230,946 1,506,559,826 1,584,323,438 1,607,574,893 23,251,455 Support & Care of Persons 6,109,934 5,720,089 6,388,761 6,496,003 107,242 Federal Aid 27,836,099 28,445,150 29,228,064 28,662,376 (565,688)  County Summary Information      County of Contra Costa FY 2019-2020 Recommended Budget 519 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change State Aid 2011 Realign 37,481,106 36,377,391 20,835,279 20,346,708 (488,571) County Aid Basic 42,772,032 43,511,916 51,840,910 49,109,419 (2,731,491) State Aid 13,556,196 11,976,868 34,255,344 33,648,769 (606,575) Service Connected Aid 2,050,788 2,447,529 2,959,828 2,906,438 (53,390) Ed & Training Aid Recipients 0 41,000 0 0 0 Child Day Care Aid 8,709,938 10,900,587 8,825,821 11,908,733 3,082,912 Composite Aid (439) 4,584 0 0 0 AB85 State Map Aid 5,815,320 6,732,453 5,815,320 3,774,622 (2,040,698) Principal Payment on Bonds 26,935,000 29,950,000 33,295,000 36,895,000 3,600,000 Retire Oth Long Term Debt/Lease Pur 25,816,693 34,177,335 46,716,032 46,660,084 (55,948) Interest on Bonds 11,549,360 10,164,901 4,008,814 6,705,399 2,696,585 Interest on Other Long Term Debt 12,602,889 12,135,737 11,461,580 10,178,367 (1,283,213) Interest on Notes & Warrants 264 433 400 16,200 15,800 Taxes & Assessments 175,118 195,908 286,182 289,682 3,500 Rights of Way & Easements 600,789 336,074 1,201,000 751,000 (450,000) Judgements & Damages 121,621 85,266 0 38,331 38,331 Depreciation 3,690,637 3,770,448 4,063,691 3,896,941 (166,749) Contribution to Other Funds 241,244 251,737 611,000 270,000 (341,000) Contribution to Enterprise Funds 27,436,066 26,074,359 23,656,785 60,345,000 36,688,215 Contribution to Other Agencies 170,538,264 189,280,408 107,532,692 21,443,531 (86,089,161) Interfund Exp - Gov/Government 9,347,938 9,968,359 17,242,843 14,685,170 (2,557,672) Interfund Exp - Gov/Enterprise 889,323 797,173 774,948 1,216,151 441,203 Interfund Exp - Enterprise/Enterprise 17,340 14,500 25,910 25,910 0 DoIT Phone Exchange 200,318 256,890 390,187 219,420 (170,767) DoIT Data Processing Services 490,434 625,178 644,871 747,826 102,955 DoIT Data Processing Supply 489 400 72 0 (72) DoIT Mntn Radio Equipment 880 0 500 500 0 DoIT Other Telecom Charges 221,199 33,832 46,772 32,699 (14,073) Gen Svc-Building Occupancy Costs 4,095,226 4,368,812 5,693,013 3,820,541 (1,872,472) Gen Svc-Requested Maintenance 1,216,178 1,341,613 4,117,525 1,330,828 (2,786,697) Gen Svc-Use of Co Equipment 874 416 1,184 1,184 0 Gen Svc-Other G S Charges 888,646 285,012 374,901 361,074 (13,827) Gen Svc-Building Lifecycle 82,168 209,520 244,458 198,242 (46,216) DoIT Info Security Charge 37,635 42,551 68,595 76,742 8,147 Other Charges 441,527,564 470,524,429 422,608,281 367,058,891 (55,549,390) WCDF Infrared System IPID 852,101 7,833 0 0 0 273-Upgrade HVAC to DDC 770,344 8,364 0 0 0 County Summary Information 520 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change 564-Renovate Suite 400 1,253,628 46,475 0 0 0 277-DoIT ReCable Facility 162 0 0 0 0 003-Old Jail Demolition 15,964 11,339 0 0 0 102-Sale PH Library Property 0 771,955 0 0 0 275-10 Douglas Roof Repair (20,671) 0 0 0 0 564-Summit Center Roof Repair (120,608) 83,107 0 0 0 227-Repair Parking Lot 12,074 0 0 0 0 010-FLIP ADA & Life Safety 40,799 35,025 0 0 0 173-FLIP RF EQ& ADA& Safety 255,015 37,484 0 0 0 272-FLIP RF EQ& ADA& Safety 76,176 2,457,375 0 0 0 564-FLIP RF EQ& ADA& Safety 1,448,516 309,845 0 0 0 365-FLIP Replace Rood 120,490 0 0 0 0 010-Repair Sewer System 810,901 37,138 0 0 0 676 Reno Add Office Space 406,968 808,780 0 0 0 015 FLIP Repair Roof 128,936 0 0 0 0 048 FLIP Repair Rppf 97,238 0 0 0 0 129 FLIP Repair Roof 365,793 0 0 0 0 130 FLIP Repair Roof 235,017 0 0 0 0 000-Repair Driveway & Parking 738,882 105 0 0 0 273-Reno 2nd Floor Restrooms 17,282 0 0 0 0 000-Replace Mods With New 116,943 351,650 0 0 0 Boys Ranch Expansion 35,128 428,778 0 0 0 Lions Gate Remodel 34,573 11,180 0 0 0 10 Douglas Drive D A Project 72,603 659,402 0 0 0 MDF Cent Control Sys Replacement 96,505 104,053 0 0 0 Bay Pt Slide Structure Acquisition 1,478,240 9,786,503 30,000,000 0 (30,000,000) Acquisition 920 Mellus/1114 Court 137,171 0 0 0 0 Acquisition 1034 Oak Grove Rd 198,659 0 0 0 0 273-Rennovate 1st Restroom 130,390 0 0 0 0 015-2nd Floor Vanilla Shell 2,567 1,706,264 0 0 0 182-FLIP Repair Roof 0 2,177,843 0 0 0 632-FLIP ADA Roof Equip 1,514 46,500 0 0 0 044-FLIP Rooftop Equip 1,526 41,318 0 0 0 390-FLIP ADA Safety Roof 1,367,487 2,240,467 0 0 0 646-FLIP Rooftop Equip 0 9,969 0 0 0 273-Replace Roof Parapet 82,451 174,367 0 0 0 561-Reno 1420 Willow Pass 415 14,824 0 0 0 755-MV MHPUR to Suite D1 4,433 594,502 0 0 0 755-MV HMLS Admn to Suite D 4,136 541,301 0 0 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 521 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change 273-Replace 3 Chillers 23,042 561,636 0 0 0 010-Reno M Module 1,175 7,428 0 0 0 244-Roof Repair 388,881 0 0 0 0 390-WCDF Jail Expansion 1,239 1,062,207 0 0 0 Remodel 651 Pine 7th/11th 1,760 160 0 0 0 004 Ext Renovation 625 Court 3,299,378 225,114 0 0 0 010-1000 Ward-Replacement Boiler 910,981 0 0 0 0 614-1275A Hall Ave T/I 0 27,098 0 0 0 Cap Facilities Masterplan 58,779 40,006 80,000 0 (80,000) Various Alterations 331,668 22,529 0 0 0 275-FLIP HVAC & Generator 0 160,701 0 0 0 010-FLIP Repair Roof 0 2,324,134 0 0 0 029-FLIP Repair Roof 0 481,110 0 0 0 129-FLIP Chiller Replace 0 300 0 0 0 130-FLIP Rooftop Equip 0 7,314 0 0 0 274-FLIP Repair Roof 0 401,712 0 0 0 634-FLIP Repair Roof 0 519,150 0 0 0 390-FLIP Replace Refrigerator 0 877,615 0 0 0 676-FLIP Repair Roof 0 48,082 0 0 0 010-MDF Intk Control Redesign 0 34 0 0 0 004-FLIP HVAC Repair 0 91,649 0 0 0 754-TI AG UCCE 2380 Bisso 0 1,501,949 0 0 0 140-Replace Roof 0 277,879 0 0 0 Remodel Courthouse Mtz (F/DA-C) 0 683,096 0 0 0 458-Replace Roof Library 0 167,694 0 0 0 010-Intake Visit Rooms 0 442 0 0 0 000-Prkg Lot Solar Panels 0 376,732 1,800,000 0 (1,800,000) 044-Console Remodel Juvenile Hall 0 37,523 0 0 0 041-HSD Mobile Clinic Lot 0 182,076 0 0 0 041-Sheriff Parking Lot 0 90,338 0 0 0 041-Building Improvements 0 26,653 0 0 0 041-Yard Paving 0 18,062 0 0 0 Human Resources Remodel 1,440 0 0 0 0 004-625 Court-DoIT Rewire 90 695 0 0 0 Various Roof 0 352,228 0 0 0 Various Improvements 54,464 219,863 0 0 0 R-Rep Solar Proj-7 Sites 29,734 28,271 0 0 0 390 WCDF Upgrade Electronic Sys 4,330,228 90,119 0 0 0 County Summary Information 522 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change 390-WCDF-Romodel Visit Center 291,769 11,958 0 0 0 FLIP-270-3811 Bissel-FS01 0 70 0 0 0 FLIP-158-2099 Arnold-FS02 10,257 0 0 0 0 FLIP-115-2290 WPass-FS03 0 70 0 0 0 FLIP-390-5555 Giant-IS05 246,641 0 0 0 0 182FS01-12000 Marsh Creek 342,957 100 0 0 0 DP Building Cntr 30 Douglas 0 6,492 0 0 0 40 Muir-Building Remodel/Occupancy 174 60,551 1,000,000 0 (1,000,000) 230 Hookston-Landscaping 371,524 21,683 25,000 25,000 0 564 Move Records to Summit 360 0 0 0 0 Sheriff's Facilities Imps 1,080,956 68,102 588,000 0 (588,000) Clerk/Recorder/Elections New Facility 0 14,378 0 0 0 Undesignated Cap Projects 0 0 17,550,000 17,550,000 0 564-2530 Arnold-Remodel #300 700 0 0 0 0 555-2500 Alhambra-Cnvrt Ed Rooms 2,149,147 1,475,092 0 0 0 564-Remodel Suite #350 HSD 4,603 0 0 0 0 201 Replace Kit Drainage 107,540 27,459 0 0 0 555-Redesign Pharmacy 152,620 710,926 646,067 0 (646,067) LMCH Ambulatory Care Clinic 66,555 4,648 0 0 0 Hospital-I and J Ward A/C 2,435,160 134,449 0 0 0 Fees Study - Remodel HS Clinic 418,965 0 0 0 0 Pathology Lab Remodel 465,534 0 0 0 0 RHC - Carpet 823,138 319,901 0 3,000,000 3,000,000 3505 Lonetree Steet 1 Imps 168,987 163,853 0 617,160 617,160 201-Joint Communication Repairs 217,273 0 0 0 0 663-Remdl Add Clinic Space 204,329 0 0 0 0 550-TI Move Him & Parking 179,250 246,522 0 0 0 756-TI HSD 2380 Bisso B 0 96,153 0 14,000 14,000 Sidewalk Repairs-Hospital-Mtz 0 377,411 0 589 589 756-Construct Data Center 0 0 0 16,000 16,000 BFA AIP24 ARFF Building Design 0 0 0 187,500 187,500 BFA AIP25 14L/32R Reconstruction 0 0 0 3,726,316 3,726,316 BFA Master Plan Study Prj#13 0 0 562,500 550,000 (12,500) Miscellaneous Equipment 670,883 549,167 1,432,577 1,432,577 0 Office Equip & Furniture 3,972,559 5,303,079 3,035,395 3,145,652 110,257 Institutional Equip & Furniture 151,399 104,924 260,955 109,705 (151,250) Autos and Trucks 1,502,276 1,499,619 5,546,420 5,817,752 271,332 Medical & Lab Equipment 3,629,389 1,075,269 3,880,830 6,958,282 3,077,452 Radio & Communication Equip 594,410 827,396 704,912 704,912 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 523 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Tools & Sundry Equipment 144,714 106,169 292,000 277,000 (15,000) Heavy Construction Equipment 20,064 0 0 0 0 Capitalized Software 282,321 287,132 343,000 300,000 (43,000) Fixed Asset Adjustment Year-End (11,873,272) (5,836,581) 0 0 0 Fixed Assets 29,535,790 42,071,332 67,747,656 44,432,445 (23,315,211) Reimbursements-Gov/Government 277,144,158 280,524,656 334,489,841 333,748,981 (740,860) Reimbursements-Gov/Enterprise 263,642 252,786 312,487 355,042 42,555 Reimbursements-Ent/Enterprise 0 0 2,000 2,000 0 Intrafund-Trans-Gov/Government 11,593,411 17,791,617 8,213,013 16,067,962 7,854,949 Transfers-Gov/Enterprise 4,607 985,971 1,609,330 1,377,805 (231,525) Intrafund-Trans-Salaries (269,490) (34,532) (2,554,958) (5,964,489) (3,409,531) Intrafund-Trans-Services (127,259,050) (151,619,644) (155,822,606) (166,190,289) (10,367,683) Intrafund-Trans-Fixed Assets (1,055,174) (1,473,972) (1,243,041) (1,340,845) (97,804) Expenditure Transfers 160,422,105 146,426,883 185,006,066 178,056,166 (6,949,900) Appropriation For Contingencies 0 0 8,000,000 10,000,000 2,000,000 Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL EXPENDITURES 3,274,513,881 3,468,739,798 3,686,674,115 3,698,497,000 11,822,885 County Summary Information 524 County of Contra Costa FY 2019-2020 Recommended Budget CHANGES IN PROJECTED FUND BALANCE Major Governmental Funds (in thousands) Fund balance represents unconstrained resources or other liquid/cash convertible assets in excess of fund liabilities. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each fiscal year. The County Administrator’s Office reviews variances in projected fund balances each year over or under 10%. Presented in the table above are the County’s Major Governmental Funds individually (General Fund and CCC Fire Protection District Special Revenue Fund), all other Non-Major Funds in the aggregate, and the total Governmental Fund balance. The County’s General Fund had a FY 2018-19 beginning fund balance of $495.2 million, which represented 12.5% growth over the previous year. Note that there was a reassignment at the conclusion of the 2017-18 fiscal year that impacted the Assigned and Unassigned categories. Revenues rebounded strongly recently especially due to property taxes and taxes in lieu of sales and use tax. Intergovernmental revenue increased due to increases in state aid for mandated expenses, realignment taxes, and public safety services. Charges for services increased as well, due to an increase in candidate filing fees, building maintenance fees, fees, Mental Health Medi- Cal claims, and contracted law enforcement services. During this same time, expenditures increased as well, but not as much as revenues, due in part to a high number of vacant positions that continued to produce significant expenditure savings. Fund balance is expected to remain Ending Ending Ending Ending Projected Fund Balance Fund Balance Fund Balance Fund Balance % Fund Balance % June 30, 2015 June 30, 2016 June 30, 2017 June 30, 2018 Change June 30, 2019 Change GENERAL FUND (Major Fund) Nonspendable 10,764 9,807 7,501 8,997 19.9% 8,997 0.0% Restricted 9,013 9,869 8,233 30,035 264.8% 30,035 0.0% Committed 1,508 1,440 1,440 1,398 -2.9% 1,398 0.0% Assigned 94,169 116,089 123,302 199,972 62.2% 169,972 -15.0% Unassigned 179,883 232,953 299,837 254,848 -15.0%267,348 4.9% Total 295,337 370,158 440,313 495,250 12.5%477,750 -3.5% CCC Fire Protection District Special Revenue Nonspendable 1,863 1,920 843 1,582 87.7% 1,582 0.0% Restricted 661 5,285 6,592 14,270 116.5% 14,270 0.0% Committed - - - - - Assigned 31,923 31,725 53,348 59,757 12.0% 59,757 0.0% Unassigned - - - - - Total 34,447 38,930 60,783 75,609 24.4%75,609 0.0% All Other Non-Major Governmental Funds in the Aggregate Nonspendable 3,085 3,823 4,111 4,549 10.7% 4,549 0.0% Restricted 395,188 389,353 502,496 480,607 -4.4% 480,607 0.0% Committed 342 341 342 342 0.0%342 0.0% Assigned 33,340 40,026 56,144 90,591 61.4% 90,591 0.0% Unassigned - - (5,788) (4,521) -21.9%(4,521) 0.0% Total 431,955 433,543 557,305 571,568 2.6%571,568 0.0% Total Governmental Funds Nonspendable 15,712 15,550 12,455 15,128 21.5% 15,128 0.0% Restricted 404,862 404,507 517,321 524,912 1.5% 524,912 0.0% Committed 1,850 1,781 1,782 1,740 -2.4% 1,740 0.0% Assigned 159,432 187,840 232,794 350,320 50.5% 320,320 -8.6% Unassigned 179,883 232,953 294,049 250,327 -14.9%262,827 5.0% Total 761,739 842,631 1,058,401 1,142,427 7.9%1,124,927 -1.5% County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 525 CHANGES IN PROJECTED FUND BALANCE (continued) relatively flat in FY 2018-19 as labor negotiations produced higher than anticipated salaries and benefits, which in turn will allow the County to attract and retain a larger skilled labor force. The projected decrease in Assigned balance of 15.0% is due to a $30 million transfer out for capital projects, the increase in Unassigned balance is for the $2.5 million from the West Contra Costa Healthcare District’s reallocation of property tax revenue through an exchange agreement and $10 million in budgeted contingency reserves. It is anticipated that FY 2019-20 will have no growth in reserves. The CCC Fire Protection District’s Special Revenue Fund provides fire and emergency medical services to nine cities and certain unincorporated areas in the County. The District’s fund balance increased by $14.8 million during FY 2017-18 and had a FY 2018-19 beginning fund balance of $75.6 million, which represented 24.4% growth over the previous year. An increase in tax revenues from continued slight improvement in the housing market allowed a rise in assessed valuations of real property resulting in an increase in property tax. Fund balance is expected to grow slightly in FY 2019-20 for the same reasons. It should be noted that our computation of restricted/committed /assigned for special revenue funds is revenue based. The level of constraint for the use of the revenue determines into which category of fund balance the revenue is categorized. Since the District does not have a formal spending plan, the expenditures are allocated in the following order: restricted, committed, assigned, unassigned. The composition of funds included in the Non-Major Governmental Funds changed in the recent past due to the reclassification of the Health and Sanitation Special Revenue Fund from major to non-major. Of the $571.5 million in Non-Major fund balance, $463.1 is in Special Revenue Funds, $105.9 million in Debt Service Funds, $747,000 in Capital Project Funds, and $1.8 million in the Permanent Fund. Growth was 2.6% compared to 28.5% in FY 2016-17 (due to significant growth in debt service funds). Components of Fund Balance Non-spendable (inherently non-spendable) - Portion of net resources that cannot be spent because of their form - Portion of net resources that cannot be spent because they must be maintained intact Restricted (externally enforceable limitations on use) - Limitations imposed by creditors, grantors, contributors, or laws and regulations of other - Limitations imposed by law through constitutional provisions or enabling legislations Committed (self-imposed limitations set in place prior to the end of the period) - Limitations imposed at highest level of decision making that requires formal action at the same level Assigned (limitation resulting from intended use) - Intended use established by highest level of decision making - Intended use established by body designated for that purpose Unassigned (residual net resources) - Total fund balance in excess of non-spendable, restricted, committed, and assigned fund balance - Excess of non-spendable, restricted, and committed fund balance over total fund balance County Summary Information 526 County of Contra Costa FY 2019-2020 Recommended Budget CHANGES IN NET POSITION Proprietary Funds (in thousands) Propriety Funds: For reporting purposes propriety funds utilize “net position” instead of fund balance. Net position is broken down into the following categories: Net Investment in Capital Assets; Restricted; and Unrestricted. Currently, there is no restricted net position in the proprietary funds. Major Propriety Funds: The County’s major proprietary funds are the County Hospital and HMO Enterprise Funds. Non-Major Propriety Funds: The County’s non-major propriety funds are the Airport; Sheriff Law Enforcement Training Center; Child Care Enterprise; HMO Commercial Plan; and Major Risk Medical Insurance Enterprise Funds. Internal Service Funds: The County’s Internal Service Funds are Fleet Services; Employee Dental Insurance; Long-Term Disability Insurance; Workers’ Compensation Insurance County General: Workers’ Compensation Insurance Fire Protection; Automotive Liability Insurance; Public Liability Insurance; State Unemployment Insurance; Medical Liability Insurance; and Special District Property Insurance. Ending Ending Ending Projected Position Position Position % Position % June 30, 2016 June 30, 2017 June 30, 2018 Change June 30, 2019 Change County Hospital Net Investment in Capital Assets 42,044 58,557 63,379 98.2% 63,379 0.0% Unrestricted (159,806) (168,713) (131,903)-28.0% (131,903)0.0% Total (117,762) (110,156) (68,524) -54.7%(68,524) 0.0% HMO Medi-Cal Net Investment in Capital Assets - - - 0.0% Unrestricted 42,301 45,132 69,236 170.4% 69,236 0.0% Total 42,301 45,132 69,236 170.4%69,236 0.0% Nonmajor Net Investment in Capital Assets 18,451 19,296 18,516 11.6% 18,516 0.0% Unrestricted 5,715 8,809 12,058 9.3% 12,058 0.0% Total 24,166 28,105 30,574 10.7%30,574 0.0% Total Net Investment in Capital Assets 60,495 77,853 81,892 68.6% 81,892 0.0% Unrestricted (111,790) (114,772) (50,609) -65.5% (50,609) 0.0% Total (51,295) (36,919) 31,283 -131.9%31,283 0.0% Internal Service Net Investment in Capital Assets 8,273 8,681 7,814 -0.6% 7,814 0.0% Unrestricted (11,619) (1,433) 5,123 -132.8% 5,123 0.0% Total (3,346) 7,248 12,937 -267.1%12,937 0.0% Grand Total (54,641) (29,671) 44,220 -141.8%44,220 0.0% County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 527 CAPITAL IMPROVEMENT PLAN The County policy for capital asset accounting and budgeting conforms to State definitions and regulations as set forth in the manual of Accounting Procedures for Counties and reflects current values. The policy establishes the basis for financial classification. Capital assets are assets of significant value having a utility that extends beyond the current year. An improvement is replacement of a component part of a capital asset by an improved or superior part, an addition of new parts, or an alteration or a structural change to a capital asset that results in a functional improvement over its original state that materially adds to the value of the asset or appreciably extends its life. Land improvements enhance the value of land itself (such as grading or ditching for drainage). Ground improvements add other items to the basic land. Examples of grounds improvements are lawns, trees and shrubs, sprinkler systems, and paving. The following capital assets are to be capitalized and individually budgeted and controlled: Land. All land acquisitions and land improvements, without regard to cost. Structures and Improvements. Permanent structures costing $100,000 or more; additions, structural betterments and ground improvements that cost $100,000 or more. Equipment. Equipment includes movable personal property with a unit cost of $5,000 or more, including sales tax, and delivery and installation charges; additions to capitalized equipment costing $5,000 or more per item. Infrastructure. Infrastructure assets are long-lived assets that normally are stationary in nature and can be preserved for a significantly greater number of years than other capital assets; infrastructure assets include roads, bridges, tunnels, drainage systems, water and sewer systems, dams, and lighting systems. Intangibles. Intangible assets lack physical substance, have a non-financial nature, and have a useful life that extends beyond a single reporting period; examples of intangible assets include: easements, water rights, timber rights, patents, trademarks, and computer software, including internally generated software. Capitalization thresholds for intangible assets are as follows: $100,000 for all intangible assets acquired after June 30, 2009 – excluding internally developed or modified software and other internally developed intangibles. $1,000,000 for all internally developed intangible assets acquired after June 30, 2009. $1,000,000 for retroactive reported intangible assets. Per Budget Policy, the FY 2019-20 budget process again includes strategic planning and financing elements for facilities renewal and new construction projects (short and long term capital budgets) and a comprehensive management program for the County’s general government real estate relative to acquisition, use, disposition and maintenance. This element includes funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. County Summary Information 528 County of Contra Costa FY 2019-2020 Recommended Budget CAPITAL IMPROVEMENT PLAN The Capital Improvement budget narrative can be found beginning on Page 69 in the Departmental Budget Summary section of this document. It includes a recommended budget for Minor Capital Improvements of $1.5 million, which is available for minor improvements and deferred maintenance when there is no other funding available; $12.55 million for Facilities Lifecycle Improvements, which reflects the amount allocated to deferred facilities maintenance ($2.55 million) and capital renewal from the County’s Tax Losses Reserve ($10.0 million); and also includes funding for the Plant Acquisition cost center, an allocation of general purpose revenue in the amount of $5 million, intended as an on-going resource for construction and repair of County facilities. The monies are intended for capital projects and/or debt service on the borrowing for the new Administration Building and new Emergency Operations Center (EOC)/Public Safety building program. The County is currently in contract for the development of a comprehensive Capital Improvement Plan (CIP). As work is performed on the CIP and the multi-year capital plan is established, the County will develop a more sophisticated/improved method to implement and monitor the capital budget. The focus will be: •Capital Planning Policies •Master Plans and Capital Improvement Planning •Multi-Year Capital Planning •Capital Asset Management •Communicating Capital Improvement Strategies •Capital Project Monitoring and Reporting •Presenting the Capital Budget in the Operating Budget Document In FY 2019-20, the County will substantially complete construction of two significant capital projects, a new 72,000 square foot administration building to replace the existing 651 Pine Street facility and a new 38,0000 square foot emergency operation center and administration building for the Sheriff. Figure 1 New EOC and Sheriff's Admin Building County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 529 CAPITAL IMPROVEMENT PLAN On January 29, 2019, the County Board of Supervisors received a capital improvement plan update along with a report on the progress of construction of the County’s emergency operation center and the County administration building. Figure 2 County Administration Building At the March 20, 2018, meeting the Board awarded a design/build contract to begin construction of the two buildings. Construction is on schedule to be substantially completed in April of 2020. Active construction began in FY 2018-19 and will continue through most of FY 2019-20. The funding for these facilities is identified in the General County Building Occupancy write up on page 169. Figure 3 New EOC and Sheriff’s Administration County Summary Information 530 County of Contra Costa FY 2019-2020 Recommended Budget CAPITAL IMPROVEMENT PLAN In addition to these two major projects, the County will continue the design and planning for another capital project the West County Re-Entry, Treatment and Replacement Housing Project (WRTH). This project will partially replace space in the older Martinez Detention Facility while increasing the capacity to treat detainees with mental health issues in a more appropriate setting. No expansion of the total number of detainee beds is planned. This will reduce the number of detainees at the Martinez facility allowing that facility to prolong its useful life. The total project is budgeted at $95 million dollars made up of a grant from the State of California for $70 million and a $25 million match from the County (appropriated in FY 2017-18). Design approval from the State and solicitation and selection of a contractor will be the main project activities during FY 2019-20. The County’s investment in capital assets for its governmental and business-type activities as of June 30, 2018, was $1,082,885,000 (net of accumulated depreciation). The investment in capital assets includes land, buildings and systems, improvements, machinery and equipment, software, park facilities, roads, highways, drainage systems, and bridges. The County’s total investment in net capital assets for fiscal year 2018-2019 increased by 2.8% (a 4.0% increase for governmental activities and a 3.0% decrease for business-type activities). During FY 2017-18, the County’s capital acquisitions exceeded retirement of capital assets and depreciation expense. The major activity of capital assets for governmental activities was: Equipment $11.294 million, Building and improvements $13.512 million, and Construction in progress $50.701 million. It should be noted that the County currently has over $200 million in deferred maintenance projects. The projects are addressed on the basis of need. As buildings are repaired, replaced or sold, significant maintenance is eliminated. Replacement of the administration building at 651 Pine Street, for instance, will eliminate almost $25 million in deferred maintenance. The following table identifies planned significant non-recurring General Fund capital expenditures for FY 2019- 20. The difference between the total of $9.73 million listed below and the $12.55 million budgeted under Facilities Lifecycle Improvement (Page 70) is for contingency/unanticipated projects. Department Address Description of Work Grand Total Animal Services 4800 Imhoff, Martinez Interior and Exterior Painting $600,000 Animal Services 4800 Imhoff, Martinez Flooring $400,000 Animal Services 4800 Imhoff, Martinez Parking Lot and Dog Run $1,000,000 Animal Services 910 San Pablo Ave, Pinole Bathroom Remodel $293,000 Animal Services 910 San Pablo Ave, Pinole ADA Counter in Lobby $285,000 General Fund Facilities Various Parking Lot Assessments $150,000 Sheriff (Detention Facility) 1000 Ward, Martinez Flooring $2,500,000 Sheriff (Detention Facility) 1000 Ward, Martinez Plumbing $3,500,000 Various Departments 10 Douglas, Martinez Parking Lot Repairs/Resurfacing $500,000 Various Departments 50 Douglas, Martinez Parking Lot Repairs/Resurfacing $500,000 Grand Total $9,728,000 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 531 CAPITAL IMPROVEMENT PLAN The Public Works Department has been developing a reliable, comprehensive facility asset management database and strategic plan for managing the County facility inventory over the last two years. These efforts have provided reliable data that we are using to recommend strategies for the operation, maintenance and administration of County facilities. The following summary of the strategy and objectives includes the current status and goals of this on-going effort: 1. Strategy. Support the County’s Real Estate Asset Management Plan and develop a Strategic Facilities Asset Management Plan. Integrate divisions involved in Asset Management (Real Estate, Capital Projects, Facilities Services and Finance). While refinement and additions continue to take place to the asset data, Public Works has used the updated, standardized data to assist in making modifications, updates and recommendations for capital project work on County facilities. 2. Reporting. Improved and refined quarterly reporting of capital projects to the Finance Committee to include data on the status of Facility Lifecycle Investment Program (FLIP) projects and potential underutilized (surplus) property. Data is now readily available that previously required considerable research. Cross functional teams have been established to ensure this information is kept current, reliable and manageable for use by all staff involved in facility asset management. The accuracy and details of this data is critical in making decisions and in developing strategic plans for facility infrastructure. These improvements allow decision makers to see a more complete picture on data related to County facilities. 3. Objectives. Four primary business objectives for asset information management were identified and the first two have been achieved (converting paper based information into digital format and standardizing data for consistency). The focus is now on establishing asset management metrics (objective #3), and developing an interface for use by staff so the data can be used to make recommendations and set strategic planning efforts (objective #4). In 2007 the County completed an assessment of County owned buildings to determine the general condition of the buildings. This assessment served as the basis for the Facility Lifecycle Improvement Program. Deferred maintenance and capital renewal needs were analyzed and a proposed project list was developed. Given significant funding constraints as a result of the economic downturn, no deferred maintenance was funded until FY 2012-13. An updated assessment of buildings was completed in 2015. The County anticipates there will be continued progress in FY 2019-20 on the implementation of the Facilities Asset Management Plan. The County is developing software to bring fiscal, personnel and facilities information together in a graphical interface to help improve decision making on budgeting and targeting appropriate maintenance strategies for improving the County’s assets. County Summary Information 532 County of Contra Costa FY 2019-2020 Recommended Budget County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 533 CURRENT DEBT POSITION The most recent Debt Report was issued by the Debt Affordability Advisory Committee on March 1, 2019. Information on the current Debt Position of the County follows: Outstanding Debt. As of June 30, 2018, the County had a total of $447.584 million of outstanding Pension Obligation Bonds (POBs) and Lease Revenue Bonds (LRBs)/Lease Revenue Obligations (together the LRBs). As of June 30 for each year the total amount of County outstanding POBs and LRBs was $506.98 million (2017); $456.8 million (2016); $489.4 million (2015); $532.7 million (2014); $606.1 million (2013); $634.3 million (2012); $717.9 million (2011); and $729.6 million (2010). The County’s entire debt portfolio is comprised of fixed-rate debt issues. The County Debt Management Policy permits variable rate financial products such as variable rate demand obligations (VRDOs) only under special circumstances and does not presently permit derivatives such as swaps at any time. Even prior to the implementation of its formal Debt Management Policy, the County took a conservative approach to its debt portfolio and had issued only fixed rate debt. This continued approach shields the County from the various risks associated with derivative instruments ensuring a level of certainty in long term financial and capital project planning. It should be noted that POBs are taxable securities whereas the majority of the County’s Lease Revenue Bonds are tax-exempt securities. The exceptions are the 2010 Series A-2 and A-3 bonds, which were issued as Build America Bonds (BABs) and Recovery Zone Economic Development Bonds (RZEDBs), and are taxable, but receive a federal subsidy to offset a portion of the taxable interest on the bonds. Thus, the True Interest Costs (TIC) for the taxable POBs and LRBs are generally higher than those for tax-exempt LRBs. A detailed, audited list of outstanding lease revenue and pension obligation bonds as of June 30, 2018 is shown below. County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 2018) ($ in thousands) Bond Issues Date of Issue Final Maturity Date Principal Amount Issued Outstanding Principal True Interest Cost (%) Lease Revenue Bond and Obligation Issues (LRBs and LROs): 2010 Series A-1 (Capital Project I – Tax Exempt) 11/16/10 06/01/20 6,790 2,120 4.15%1 2010 Series A-2 (Capital Project I – Taxable BABs) 11/16/10 06/01/30 13,130 13,130 4.15%1 2010 Series A-3 (Capital Project I – Taxable RZBs) 11/16/10 06/01/40 20,700 20,700 4.15%1 2010 Series B (Refunding) 11/16/10 06/01/25 17,435 9,975 3.84% 2012 Lease Revenue Obligations 11/11/12 06/01/27 13,102 8,975 2.68% 2015 Series A (Refunding and Capital Projects) 08/25/15 06/01/35 19,055 16,945 3.18% 2015 Series B (Refunding and Capital Projects) 08/25/15 06/01/28 52,060 43,300 2.40% 2017 Series A (Refunding and Capital Projects) 03/03/17 06/01/27 99,810 81,890 2.33% 2017 Series B (Capital Projects) 05/26/17 06/01/32 100,285 94,675 2.39% Total LRBs and LROs $342,367 $291,704 Pension Obligation Bond Issues (POBs): Series 2003 A (Taxable) 05/01/03 06/01/22 322,710 155,880 5.36% Total POBs $322,710 $155,880 Grand Total $665,077 $447,584 1.The yield shown is the blended TIC for all three indicated series, net of the receipt of federal subsidies of interest cost. County Summary Information 534 County of Contra Costa FY 2019-2020 Recommended Budget CURRENT DEBT POSITION Bonded Debt Limitation and Assessed Valuation Growth. The statutory debt limitation for counties is 5% of assessed valuation (pursuant to Government Code Section 29909), but it is actually 1.25% of assessed valuation pursuant to the California Constitution, which requires taxable property to be assessed at full cash value rather than ¼ of that value prior to the implementation of Proposition 13. For FY 2017-18, the County’s total assessed valuation base was $202.4 billion and the growth rate of total assessed valuation in the County was 5.6%, the sixth fiscal year increase since FY 2008-09. The local portion of total assessed valuation can grow up to the maximum annual rate of 2% allowed under Proposition 13 for existing property plus additional growth from new construction and the sale and exchange of property. The annual growth rate in assessed valuation averaged 9.2% over the last 25 years and averaged 7.0% over the past 5 years. Assessed valuation fell by a cumulative 9.3% from its peak in FY 2008-09 to its trough in FY 2011- 12 as a result of the impacts from the Great Recession on the County’s economy. Assessed valuation has stabilized and continues to grow. Subsequent to the reporting period of June 30, 2018, total assessed valuation grew by 6.1% for FY 2018-19. The net assessed value of taxable property was $196.39 billion ($202.4 billion gross), resulting in a statutory bonded debt limitation of $9.8 billion (calculated by taking 5% of the assessed value of taxable property) and a California Constitution limit of $2.45 billion. This limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Successor Agency, Housing Authority and Special Districts. For technical auditing purposes, only Pension Obligation Bonds and Tax Allocation Bonds (TABs) are counted as “general obligation bonded debt” even though neither form of debt requires voter approval; lease revenue bonded debt and assessment district debt are not required to be included. As of June 30, 2018, the County’s outstanding bonded debt was $155.9 million leaving a statutory margin of $9.7 billion and a Constitutional margin of $2.30 billion. Subsequent to this reporting period, taxable property grew to $214.9 billion for the current fiscal year, resulting in an increased bonded debt limit. Debt Service Requirement. The County has debt service requirements for outstanding lease revenue and pension obligation bonds that must be provisioned in each fiscal year budget. The following obligations are current as of June 30, 2018. Note that these are County obligations and do not include Special Districts or Successor Agency obligations (also excluded are capital leases). Debt Service Requirements for Outstanding Lease Revenue and Pension Obligation Bonds (As of June 30, 2018) Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service 2019 39,008,141 41,821,636 80,829,777 2020 37,582,605 43,600,400 81,183,005 2021 37,577,704 45,452,243 83,029,947 2022 35,067,292 47,382,398 82,449,690 2023 35,045,074 35,045,074 2024 25,031,119 25,031,119 2025 22,824,201 22,824,201 2026 20,446,724 20,446,724 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 535 CURRENT DEBT POSITION Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service 2027 19,244,912 19,244,912 2028 12,863,233 12,863,233 2029 11,551,472 11,551,472 2030 11,553,281 11,553,281 2031 11,558,786 11,558,786 2032 11,555,508 11,555,508 2033-2040 22,927,947 22,927,947 TOTAL $ 353,837,998 $178,256,677 $ 532,094,674 (1) Excludes capital leases; includes federal subsidy receipts for certain lease revenue bonds (Build America Bonds and Recovery Zone Bonds). Refundings. The County Finance Director monitors market conditions for refunding opportunities that, pursuant to the Debt Management Policy, will produce at least 2% net present value savings for each maturity of bonds refunded and a minimum of 4% overall present value savings. The table below sets forth the amount of savings achieved on refundings undertaken since 2002. A total of $23.3 million of net present value savings were achieved over the remaining terms of bonds refunded since 2002. The majority of those savings came from the refunding of $173 million in lease revenue bonds as part of the plan of finance for the County’s 2015 Series B and 2017 Series A issuances, which resulted in combined net present value savings of $13.7 million. To the extent that Federal and/or State programs offset debt service cost for projects funded with LRBs, the County must share the refunding savings attributable to such projects with the Federal and/or State program. It should be noted that the Tax Cuts and Jobs Act of 2017, which became law in December 2017, has eliminated the ability to advance refund bonds on a tax-exempt basis. The County’s impact from this change is minimal since the vast majority of its debt portfolio had been refunded at historically low interest rates prior to passage of the Act. Lease Revenue Bond Refunding Savings Since 2002 (as of June 30, 2018) Refunding Lease Revenue Bond Issue Amount Refunded ($ millions) Term of the Refunding Bonds Savings ($ millions) Average Annual Savings 2002 Series B $ 25.870 18 years $ 0.85 $ 49,906 2007 Series A (advance refunding) 61.220 21 years 3.83 182,380 2007 Series A (current refunding) 26.815 14 years 0.90 64,286 2007 Series B 112.845 15 years 2.93 195,333 2010 Series B (current refunding) 17.400 15 years 1.10 73,330 2015 Series B (advance & current) 55.995 13 years 4.58 416,893 2017 Series A 117.030 10 years 9.10 1,105,113 Total $417.175 $23.29 $2,087,241 County Summary Information 536 County of Contra Costa FY 2019-2020 Recommended Budget CURRENT DEBT POSITION Pension Obligation Bonds. In addition to the traditional refundings described above, the County issued POBs in 1994, 2001 and 2003 to refinance its then-unfunded actuarial accrued liability (UAAL) with the Contra Costa County Employees’ Retirement Association (CCCERA). When issuing POBs, the County’s objective is to pay a lower interest cost on the POBs than the actuarial interest cost (i.e. the assumed investment rate) charged by CCCERA, thereby producing savings for the County. Unlike traditional refundings where the prior debt service is fixed, the debt service on a UAAL is not necessarily fixed over the term of its amortization; rather, CCCERA’s investment performance and/or a number of actuarial assumptions could change from year to year, which would result in the UAAL changing as well. For purposes of determining debt service “savings” from issuance of POBs, it is typically assumed that the respective UAAL will not change over the term of the bonds so that the debt service savings are calculated as the difference between the amortization of the respective UAAL at the time of issuance of POBs and the debt service on said POBs. For example, in the 2003 POBs, total savings were estimated to be $113.8 million ($73 million on a present value basis) over 19 years for average annual savings of about $6.0 million. The estimated savings reflected the lower interest cost on the bonds (5.36%) versus the 8.35% actuarial interest rate charged by CCCERA at the time, but also assumed CCCERA would earn 8.35% each year over the term of the bonds. The assumed actuarial interest rate has since been lowered (several times) to 7.00% meaning that long-term savings from POBs are also reduced. CCCERA’s net return on market value of assets for the last five calendar years is summarized below: Year Ending December 31 Net Return on Market Value of Assets 2014 7.7% 2015 2.1% 2016 6.9% 2017 13.9% 2018 -2.7% Unless CCCERA’s future performance produces investment returns above the assumed actuarial rate in some years to offset negative or low investment returns in other years, the actual savings from POBs may be zero or negative. To the extent that Federal and/or State programs offset debt service costs for any UAAL, the County shares the savings from the reduced debt service attributable to funding the UAAL with POBs with such Federal and/or State program through reduced pension cost claims. Long Term Credit Rating. Long- term credit ratings provided by a rating agency are an independent assessment of the relative credit risk associated with purchasing and holding a particular bond through its scheduled term of repayment. Long-term credit ratings serve as unbiased opinions of a borrower's financial strength and ability to repay its debt on a timely basis. Long-term credit ratings are one of the most important indicators of creditworthiness readily available to the investment community and have a direct impact on the borrowing rates paid by the County. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 537 CURRENT DEBT POSITION In December 2005, Moody’s downgraded the County’s ratings for each type of bond issue by one notch and assigned a Negative outlook to the rating. Prior to that, Standard & Poor’s (S&P) assigned a Negative outlook to the County in November 2005, but did not downgrade the ratings. These rating actions were largely attributable to a four-year trend of reduced fund balances in the General Fund. As of June 30, 2007, both Moody’s and S&P had removed their respective Negative outlooks on the County’s ratings. Citing the County’s improved financial flexibility and reserves, each of the two agencies assigned an outlook of “Stable” to the County’s ratings. In FY 2017-18, S&P upgraded the credit rating on the County’s Pension Obligation Bonds to “AAA” from “AA+”. A table showing the history of the County’s credit ratings is listed below: History of Underlying Long-Term Ratings Since 1995 All Rating Outlooks are "Stable" Unless Otherwise Noted in Footnotes 4 and 5 Implied General Obligation Bond/Issuer Rating Pension Obligation Bond Lease Revenue Bond/Certificates of Participation Notes FY Ending June 30 Moody's S&P Moody's S&P Moody's S&P 1 1995 Aa2 AA A1 AA- A1 A+ 2 1996 Aa2 AA Aa3 AA- A1 A+ 3 2001 Aa2 AA Aa3 AA- A1 AA- 4 2006 Aa3 AA A1 AA- A2 AA- 5 2007 Aa3 AA A1 AA- A2 AA- 6 2010 Aa2 AA Aa3 AA- A1 AA- 7 2013 Aa2 AA A1 AA- A1 AA- 8 2014 Aa2 AAA A1 AA+ A1 AA+ 9 2017 Aa2 AAA A1 AA+ Aa39 AA+ 10 2018 Aa2 AAA A1 AAA Aa3 AA+ 1. Municipal bond insurance policies were purchased to allow the ratings to be increased to Aaa (Moody's) and AAA (S&P) on all or portions of all Lease Revenue Bond/COPs issues since FY 1987-88 and on all or portions of all Pension Obligation Bonds since FY 2000-01. 2.Beginning in 1996, Moody's began to rate pension obligation bonds one notch (rather than the previous two notches) lower than the issuer’s general obligation bond rating. In addition, Moody's replaced their two-notch per tier system (e.g. Aa1, Aa2) with a three notch per tier system (e.g. Aa1, Aa2, Aa3). 3.Beginning in 2001, S&P began to rate lease obligations one notch (rather than the previous two notches) lower than the issuer’s general obligation bond rating. 4.S&P assigned an outlook of "Negative" to the County in November 2005. On December 1, 2005, Moody's downgraded the County one notch and changed the outlook to "Negative". 5. Moody's assigned an outlook of "Stable" to the County in November 2006. In February 2007, S&P changed the outlook to “Stable”. 6. The changes in Moody's ratings reflect the recalibration of ratings completed by Moody's in April 2010. 7.February 20, 2013 Moody’s downgraded the County’s Pension Obligation Bonds to A1 with a “Stable” outlook. 8. December 19, 2013, S&P upgraded the County’s ratings for each type of debt. 9. October 6, 2016, Moody’s upgraded the County’s LRB rating to Aa3. 10. February 23, 2018, Standard & Poor’s Global upgraded the County’s Pension Obligation Bonds from AA+ to AAA. County Summary Information 538 County of Contra Costa FY 2019-2020 Recommended Budget PERFORMANCE MEASUREMENT PROGRAM As part of its long-term planning strategy, Contra Costa County began including its performance measurement program in the annual budget process in FY 2011-12. As a component of the annual budget preparation, each department updates its Performance Report that includes the following sections: Department Mission, Mandate or Goal Major Program Descriptions Accomplishments Challenges Performance Indicators Performance report information is included in departmental summaries in the Recommended Budget. Additionally, all department Performance Reports are posted on the County’s website. To further develop its performance measurement program, Contra Costa County became involved with the Bay Area Regional Benchmarking Project (Project BARB). Project participants included nine San Francisco Bay Area counties: Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano and Sonoma. The intent of Project BARB was to provide regional data than can be used by participating jurisdictions to learn from each other, evaluate performance, improve management practices and inform goal-setting. For several years, Contra Costa County staff actively participated in Project BARB work until the Project ceased operating. We continue to research and evaluate performance measures/management programs, including best practices offered by the Government Finance Officer Association, to more fully integrate our Performance Measurement Program into the budget process. Appendix AppendixCounty of Contra Costa Countywide Program Modification List County of Contra Costa FY 2019-2020 Recommended Budget 539 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact Agriculture 1 3 Weights and Measures Canine inspection program (1.0) (100,729) Eliminate one position in canine inspection, which will reduce inspections. 2 2 Agriculture Canine inspection program 0.0 (173,417) Decrease revenue due to contract reductions for one Canine handler. 3 2 Agriculture Apple Maggot program 0.0 100 Increase revenue for Apple Maggot Trapping contract. Total (1.0) 72,588 Assessor 1 1-4 All divisions Salaries and Benefits 0 (740,736) Increase Vacancy Factor - may require the department to manage the filling of staff vacancies. Total Vacancy Factor is $1.76 million. Total 0.0 (740,736) Auditor-Controller 1 1-6 All divisions Salaries and Benefits 0 (291,849) Establish Vacancy Factor - will require the department to manage the filling of staff vacancies. Total 0.0 (291,849) Board of Supervisors 1 4 Merit Board Salaries and Benefits (1.0) (44,254) Abolish one vacant part- time (20/40) Clerk Experienced Level position. Total (1.0) (44,254) Child Support Services 1 1 Child Support Services State Revenue 0.0 1,451,768 Increase revenue due to a new allocation formula to be implemented by the State. 2 1 Child Support Services Proposed new Enforcement Team Supervisor 1.0 148,161 Add one Child Support Supervisor to oversee the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. Countywide Program Modification List 540 County of Contra Costa FY 2019-2020 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 3 1 Child Support Services Proposed new Enforcement Team 8.0 799,323 Add two Child Support Specialist I, five Child Support Specialist II, and one Child Support Specialist III positions, to support the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. Total 9.0 (504,284) Child Support Fud County Administrator 1 3 CCTV Salaries and Benefits 1.0 113,100 Add 1 Community & Media Relations Specialist. 2 3 CCTV Revenue 0.0 113,100 Increase Charges for Service revenue. Total 1.0 0 District Attorney 1 1 Mainline Prosecution Establish Vacancy Factor 0.0 (615,000) Establish Vacancy Factor - equivalent to 4 clerical positions and one Deputy District Attorney. 2 7 Public Assistance Fraud Decrease staff (0.5) (112,683) Eliminate vacant part-time Deputy District Attorney position. 3 6 AB 109 Increase Staff and program costs 1.5 174,940 Add a Neighborhood Court director and a part-time clerical position funded by AB 109. 4 6 AB 109 Revenue 0.0 174,940 Add AB 109 funding for Neighborhood Court director and a part-time clerical position. Total 1.0 (727,683) Countywide Program Modification List County of Contra Costa FY 2019-2020 Recommended Budget 541 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact Employment and Human Services 1 39 Workforce Services Bureau Re-entry (from incarceration) population public benefits assistance 1.0 106,966 Add one Social Services Program Assistant to serve as systems expert on ensuring timely access and receipt of public benefits for the re-entry population. This additional position is supported with AB109 funding. 2 39 Workforce Services Bureau Re-entry population public benefits assistance 0.0 37,438 Increase appropriations for operating costs related to adding one position supporting the re-entry population (i.e. travel, communications, maintenance, etc.). Additional operating costs supported with AB109 funding. 3 39 Workforce Services Bureau AB109 Revenue 0.0 144,404 Increase revenue to fund one position and operating costs dedicated to assisting the re-entry population in receiving needed public benefits. 1.0 0 Human Resources 1 1 Administration Salaries and Benefits 0.0 (30,000) Eliminate 1 HR Projects Manager and add 1 Administrative Services Officer position. 2 3 Personnel Services Salaries and Benefits (2.0) (280,000) Eliminate 1 HR Supervisor and 1 Clerk-Senior Level position. 3 3 Personnel Services Services and Supplies 0.0 (58,578) Reduce miscellaneous operating costs. Total (2.0) (368,578) Probation Department 1 13 Juvenile Investigation/ Supervision/ Special Services Increase Vacancy Factor 0.0 (69,480) Increase Vacancy Factor - will have a minimal impact on department operations. 2 4 Juvenile Hall Increase Vacancy Factor 0.0 (162,832) Increase Vacancy Factor - will have a minimal impact on department operations. Countywide Program Modification List 542 County of Contra Costa FY 2019-2020 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 3 8 Adult Investigation & Supervision Decrease staff (2.0) (297,623) Eliminate two Deputy Probation Officer positions. This will have a minimal impact on department operations. 4 13 Juvenile Investigation/ Supervision/ Special Services Decrease staff (4.0) (756,528) Eliminate four Deputy Probation Officer positions. This will result in higher caseload numbers. 5 14 Field Support Services Decrease staff (1.0) (119,350) Eliminate one clerical position. This will have a minimal impact on department operations. 6 4 Juvenile Hall Decrease staff (9.0) (942,539) Eliminate nine Juvenile Institution Officer positions. The population at the Juvenile Hall is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. 7 5 Orin Allen Youth Rehabilitation Facility Decrease staff (6.0) (672,444) Eliminate five Juvenile Institution Officer positions and one Deputy Probation Officer position. The population at the Ranch is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. 8 4 Juvenile Hall Decrease operating expenses 0.0 (15,218) Reduce funding for operating expenses will require additional operational efficiencies but we expect this will have minimal impact on department operations. Total (22.0) (3,036,014) Public Defender 1 3 Criminal Defense Salaries and Benefits (1.0) (137,266) Eliminate a half-time Deputy Public Defender and a half- time Legal Assistant due to reduced grant funding. 2 3 Criminal Defense Grant Revenue 0.0 (137,266) Reduce MERP grant funding. Countywide Program Modification List County of Contra Costa FY 2019-2020 Recommended Budget 543 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 3 3 Criminal Defense Salaries and Benefits (2.0) (175,434) Eliminate one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program due to reduced DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 4 3 Criminal Defense Grant Revenue 0.0 (175,434) Lost DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 5 4 AB 109 Public Safety Realignment Salaries and Benefits 2.0 175,434 Fund one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program lost from DOJ grant (AB 109 funding). 6 4 AB 109 Public Safety Realignment Salaries and Benefits and operating costs 2.0 227,007 Add two Social Worker positions to provide client support as recommended by the Public Protection Committee (AB 109). 7 4 AB 109 Public Safety Realignment AB 109 Funding 0.0 402,441 Increase in operating expense fully offset by additional AB 109 funding recommended by the Community Corrections Partnership and the Public Protection Committee. Total 1.0 0 Public Works 1 1 Public Works Salaries and Benefits 2.0 272,002 Add 1 Administrative Analyst and 1 Senior Land Surveyor 2 1 Public Works Revenue 0.0 272,002 Increased Developer Fees revenue. 3 8 Print & Mail Salaries and Benefits 1.0 78,185 Add 1 Driver Clerk to handle increased requests from County Departments. 4 8 Print & Mail Charge-outs 0.0 78,185 Increase Customer Charges revenue. Total 3.0 0 Countywide Program Modification List 544 County of Contra Costa FY 2019-2020 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact NON-COUNTY GENERAL FUND PROGRAM MODIFICATIONS Contra Costa County Fire Protection District 1 N/A Operations Fire Prevention 4.0 474,363 Add one (1) Firefighter- Recruit position, one (1) Fire Education Coordinator, and two (2) Building Plan Checker I positions. 2 N/A Operations EMS 3.0 912,528 Add three (3) Fire Captain positions fully offset by charges for services. 3 N/A Operations EMS - Revenues 0.0 912,528 Increase charges for services. Total General Operating Fund 7.0 474,363 4 N/A EMS Transport Fund Administration 1.0 488,431 Add one (1) Medical Director-Exempt position. Total EMS Transport Fund 1.0 488,431 Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 545 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Agriculture/Weights and Measures 1 Administration M D 2,018,902 0 2,018,902 4.0 No Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. 2 Agricultural Division M D 3,669,453 3,459,278 210,175 31.6 No Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; Certified Farmer’s Market and organic program regulatory over-sight; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seed; and assists the public with pest identification and control techniques using environmentally safe integrated pest management practices. 3 Weights and Measures M D 1,066,357 997,722 68,635 7.0 No Provide assurance of fair business practices by performing inspection of all point-of-sale systems (scanners) used in commercial transactions. Provide regulatory services to ensure commercial sales are made in compliance with State laws. Provide protection for consumers by enforcing State laws designed to prevent deceptive packaging and ensure accurate units of measure. Inspect Weighmasters for compliance with State law. Administer exams to for licensing of device service agents. 4 Cooperative Extension D D 202,288 0 202,288 1.0 No Program works with County farmers to assure a sustainable safe, productive, environmentally friendly and economically viable food system; provides educational programs for youth-serving professionals in topics such as positive youth development, civic engagement, and adolescent development; administers the 4-H Youth Development Program, which focuses on science, life skill acquisition and citizenship; and provides research and education on critical nutrition issues including childhood obesity and anemia, especially for low-income families with young children. Animal Services 1 Field Services M D 4,464,574 2,957,500 1,507,074 26.0 No Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. 2 Center Operations M M 4,006,478 1,984,500 2,021,978 28.0 No Provide temporary husbandry and veterinary care to animals impounded at the County's shelters. 3 Administration Services M D 3,326,568 2,648,000 678,568 20.0 No Provides operational support for the department and includes human resource functions, fiscal management, data management, contract management, and general business operations. Mandatory/Discretionary Program Listing – By Department 546 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 4 Community Services M D 542,380 250,000 292,380 3.0 No Provides public information, media relations, community education, and managing all aspect of the department's volunteer program. 5 Animal Benefit Fund D D 455,000 455,000 0 0.0 No Provides monetary support for animal health and welfare projects that are not funded by departmental or general County revenue. Assessor 1 Appraisal M D 6,984,784 728,534 6,256,250 47.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 2 Business M D 1,777,945 185,445 1,592,500 12.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 3 Support Services M D 8,345,457 870,457 7,475,000 56.0 Yes Provides clerical support for appraisal and business divisions; exemption processing; drafting and GIS mapping; public service; and information systems support. The GIS function is a countywide system that the office provides support for. R&T Code 75.20. 4 Administrative Services M D 1,034,111 107,861 926,250 7.0 No Functions of Assessor are mandated. Duties of Assessor's Office, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. Special Funds 5 Property Tax Administration Program M D 3,019,512 3,019,512 0 0.0 No Provides funding from the State-County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Auditor-Controller 1 Property Tax M D 1,692,069 1,652,619 39,450 9.0 Yes Builds the countywide tax roll and allocates and accounts for property tax apportionment and assessments. Assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Assists in administering the bond programs that greatly enhance the County's financial status. The Division is responsible for a variety of governmental fiscal reports. 2 Payroll M D 2,213,051 1,577,063 635,988 13.0 Yes Processes timely and accurate payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Processes demands, purchase orders, and contracts. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 547 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 General Accounting/Ac counts Payable M D 2,283,043 3,257,239 (974,196) 17.0 Yes Manages the countywide Financial System and processes various types of fiscal information for County departments, special districts, and other non-county agencies. Maintains the general ledger. Enforces accounting policies, procedures, and processes and ensures financial reporting in accordance with County policies and state, and federal guidelines. Reconciles fixed asset activity to County inventory. 4 Internal Audit M D 910,430 21,792 888,638 7.0 No Develops and executes audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. Produces the Comprehensive Annual Financial Report. 5 Special Accounting M D 327,993 229,331 98,662 3.0 Yes Assist in preparing the budget documents for the county and special districts, including monitoring expenditures for budget compliance. Prepares the countywide Cost Allocation plan. Prepares the State Controller and other governmental fiscal reports. 6 Administration / Systems M D 3,071,458 260,000 2,811,458 11.0 Yes Provides general management of financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and fiscal administration. Provides systems development and support. Special Funds 7 Automated Systems Development D D 200,000 200,000 0 0.0 No Non General-Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. Board of Supervisors 1 Legislation & Policy Direction M D 7,345,804 384,804 6,961,000 31.8 No Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County officials. 2 Municipal Advisory Councils D D 39,000 0 39,000 0.0 No Advises the Board of Supervisors on matters that relate to their respective unincorporated areas, as designated by the Board, concerning services which are or may be provided to the area by the County or other local government agencies, including but not limited to, advising on matters of public health, safety, welfare, public works, and planning. 3 Board Mitigation Programs D D 175,000 175,000 0 0.0 No Provides funding for mitigation programs out of the North Richmond Waste and Recovery Fee and the Solid Waste Transfer Facility Host Community Mitigation Fee. 4 Merit Board M D 60,000 0 60,000 0.0 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. Mandatory/Discretionary Program Listing – By Department 548 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Special Funds 5 North Richmond Waste & Recovery Mitigation Fund D D 755,250 755,250 0 0.0 No Defrays annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond and adjacent areas. Capital Improvements 1 Minor non- Capital Improvements D D 1,500,000 0 1,500,000 0.0 Yes Minor repairs and improvements to County facilities using in-house staff, consultants, and contractors. 2 Facilities Lifecycle Improvement Summary D D 12,550,000 2,550,000 10,000,000 0.0 Yes Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). 3 Plant Acquisition D D 5,000,000 0 5,000,000 0.0 Yes Majority of projects appropriated by mid-year adjustments. Used to plan, design and construct various repair, improvement and construction projects for County facilities using in-house staff, consultants and contractors. Central Support 1 Clerk of the Board M D 1,236,575 93,575 1,143,000 7.0 Yes Provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Commit 2 Economic Development/ Arts Commission D D 515,000 50,000 465,000 0.0 No To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). 3 LAFCO M M 270,000 0 270,000 0.0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. 4 Management Information System D D 1,234,635 622,635 612,000 0.0 Yes Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. 5 Risk Management M D 10,795,185 6,295,185 4,500,000 37.0 Yes Risk Management program is responsible for the administration of workers' compensation claims, liability and medical malpractice claims, insurance and self-insurance programs, and loss prevention services. Net cost represents GF premiums paid to Insurance Trust Funds. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 549 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Child Support Services 1 Child Support Enforcement Program M M 20,383,000 20,383,000 0 153.0 No Mandated services assisting parents to meet their mutual obligation to support their children. Operations of this Department are currently controlled by the regulations of the State Department of Child Support Services. Clerk – Recorder - Elections 1 Elections M M 11,840,268 3,483,268 8,357,000 32.5 No Conducts Federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. 2 Recorder M M 4,511,000 6,000,000 (1,489,000) 39.0 No Maintains and preserves all official records relating to real property, subdivision maps, assessment districts, and records of surveys offered for recording; records of all births, deaths and marriages occurring within Contra Costa County. Produces and maintains indices of all records held by the County Clerk-Recorder. Special Funds 3 Recorder Micro/ Mod/ VRIP/ Redaction/ ERDS (Dedicated funds) D M 10,864,000 10,864,000 0 11.0 No Provides support, improvement and full operation of a modernized recording system including infrastructure, technology, equipment and staff to efficiently process, organize, and maintain official documents and records in the Clerk-Recorder Division for easy location and retrieval by public and other County users. Maintains and improves vital records, redacts Social Security Numbers from public documents and sets up and maintains an electronic recording program. Conflict Defense 1 Conflict Defense M D 6,000,000 0 6,000,000 0.0 No Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a conflict of interest in representation. Conservation and Development 1 Administration M D 1,571,377 1,571,377 0 2.0 No The legislative body shall by ordinance assign the functions of the planning agency to a planning department, one or more planning commissions, administrative bodies or hearing officers, the legislative body itself, or any combination thereof, as it deems appropriate and necessary. Mandatory/Discretionary Program Listing – By Department 550 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Current Planning M D 6,712,746 6,712,746 0 26.0 No Facilitate the regulation of the land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. At least 5 public hearings on land use applications must be supported for 2 Regional Planning Commissions, the County Planning Commission and the Zoning Administrator. 3 Advance Planning M D 219,948 219,948 0 1.0 No Develop and maintain long-range policy planning processes through the County General Plan to anticipate and respond to changes in new legal mandates and local priorities. 4 Water Planning/ Habitat Conservancy D D 1,042,195 1,042,195 0 5.0 No Develop County's water policy and administration of the County Water Agency, which includes administration of the Coastal Impact Assistance Program, the Open Space Funding Measure and the East Contra Costa Habitat Conservation Plan Association. The Water Agency is a County special district whose operating budget is included with the County Special District budgets. 5 Conservation/ Solid Waste M D 1,466,800 1,466,800 0 6.0 No Administer the Solid Waste Management and Waste Recycling programs and provide technical services related to sanitary landfills, and other environmental issues. Participation in 2 solid waste partnerships and other solid waste, recycling programs must be supported. 6 Transportation Planning M D 1,617,590 1,617,590 0 5.0 No Develop an effective transportation network throughout the county by planning for roads and other types of transportation systems on countywide corridors and with local and neighborhood areas. Administer programs related to Growth Management, Congestion Management and trip reduction. Provide staff support for other County efforts requiring transportation planning resources. Staff support or participation in over 10 committees including the Board's Transportation, Infrastructure and Water Committee is required. 7 Federal Programs, CDBG, Successor Agency D D 2,610,670 2,610,670 0 12.0 No Responsible for administration of Community Development Block Grant and various housing programs that promote safe and affordable housing, a suitable living environment and expanded economic opportunities, principally for persons of very low- and low-income. Successor Agency oversees dissolution of the former Redevelopment Agency and staffs Oversight Board. 8 Business and Information Services D D 5,574,311 5,574,311 0 28.0 No Manage the department’s cost recovery efforts to ensure program revenues cover operating costs and other fiscal and budget services. Provide purchasing and personnel services. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and Census data. Manage land use application and permit tracking electronic data and department computer services. Provide administrative policy and procedure guidance for the department. Respond to data requests for demographic information and public records act. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 551 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 9 Building Inspection Services M M 9,095,453 9,095,453 0 29.0 No Review plans, issue building permits, and inspect the construction of buildings. 10 Code Enforcement M D 1,537,131 1,537,131 0 10.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 11 Weatherizatio n D D 1,170,977 1,170,977 0 12.0 No Free home weatherization services to low income residents. 12 Application & Permit Center Engineering Services M D 4,776,365 4,776,365 0 33.0 No Manage and help process applications and permits. 13 Clean Water M D 15,000 15,000 0 0.0 No Inspection services for development projects requiring compliance with Clean Water regulations. 14 Residential Rental Inspection D D 11,455 11,455 0 0.0 No Inspection services for all rental units in unincorporated portions of the County 15 Vehicle Abatement Program D D 140,000 140,000 0 0.0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. 16 Service Contracts/ Satellite Locations D D 5,523,500 5,523,500 0 4.0 No Inspection services to various contract cities and remote locations within the unincorporated county. 17 Multi-Year Special Projects D D 60,000 60,000 0 0.0 No Provide plan check and inspection services to Marsh Creek Generating Station. 18 Energy Upgrade CA D D 250,069 250,069 0 1.0 No This is the new BayRen grant State Energy Program Grant, with the Association of Bay Area Governments as the fiscal agent which provides residential retrofit programs to eligible local governments for cost-effective energy efficiency projects. 19 Measure WW Grant Project D M 2,272,266 2,272,266 0 0.0 No Funding through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa. 20 Keller Canyon Mitigation Fee D D 1,848,000 1,848,000 0 0.0 No Funding for mitigation programs within East County community. 21 Housing Rehabilitation, Economic Development & Sustainability Program D D 1,384,186 599,186 785,000 3.0 No Financial assistance to low and moderate-income families performing housing rehabilitation. Develop organizational capacity in Sustainability Programs to include expanding economic development in the County. Mandatory/Discretionary Program Listing – By Department 552 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 22 HOPWA Grant D D 862,410 862,410 0 0.0 No Provide housing opportunities for people with HIV/AIDS. 23 HUD Block Grant D M 6,694,413 6,694,413 0 0.0 No CDBG provides annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low- and moderate-income persons. 24 HUD Emergency Shelter D D 620,050 620,050 0 0.0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. 25 HUD Home Block Grants D D 4,677,913 4,677,913 0 0.0 No Grants for the acquisition, rehabilitation or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Funds may also be used for the development of non-luxury housing, such as site acquisition, site improvements, demolition and relocation. 26 Used Oil Recycling Grant D M 93,279 93,279 0 0.0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. 27 Fish and Game Protection M D 141,670 141,670 0 0.0 No Provide programs from fines levied for violation of the California Fish and Game Code. Funds are restricted to the propagation and conservation of fish and game in the County. 28 Livable Communities D D 1,905,098 1,905,098 0 0.0 No Collection of Developer Fees in the Camino Tassajara Combined General Plan Area, to aid in the implementation of the Smart Growth Action Plan. 29 HUD Neighborhood Stabilization D D 760,000 760,000 0 0.0 No Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. 30 Housing Successor Agency D M 11,255,150 11,255,150 0 0.0 No Provide funding for all Successor Agency-related obligations and activities pursuant to the terms of the Dissolution Act. 31 HOME Investment Partnership Act D M 500,000 500,000 0 0.0 No Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. 32 Private Activity Bond D M 1,240,620 1,240,620 0 0.0 No Bond revenue received from single and multiple family housing programs that is used primarily to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 553 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 33 Affordable Housing D M 397,000 397,000 0 0.0 No Mortgage payments on loans made from federal affordable housing program. Funds are reimbursed to the affordable housing program and used to provide financial assistance for additional affordable housing and economic development. These projects include the North Richmond Senior Housing Project and commercial center and land acquisition in the Pleasant Hill BART Redevelopment Area. 34 HUD Neighborhood Preservation D M 804,700 804,700 0 0.0 No Grants from HUD's Community Development Block Grant program, expended for the purpose of funding the Housing Rehabilitation and Neighborhood Preservation Program loans and program administration. 35 Transportation Improvement - Measure J D D 3,698,500 3,698,500 0 0.0 No Measure J monies are allocated based upon a 7- year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. Contingency Reserve 1 Contingency Reserve D D 10,000,000 0 10,000,000 0.0 Yes Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. County Administrator 1 Equal Employment Opportunity D D 287,635 10,000 277,635 2.0 No Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment 2 Board Support & Gen Administration M D 5,550,348 278,189 5,272,159 15.3 Yes Coordinates and provides policy support for the Board of Supervisors; administers County budget; administers special programs; provides administrative support and oversight to departments in carrying out their missions by providing policy guidance, inform 3 CCTV & Public Info D D 1,488,708 1,488,708 0 8.0 No Administers cable franchises and community access (CCTV). Supported by cable TV franchise fees. 4 AB109 D D 9,167,012 8,217,012 950,000 3.8 No Administers the AB 109 State Realignment allocation from the State to provide for the reentry and reintegration of the formerly incarcerated, including administrative oversight and data evaluation. Mandatory/Discretionary Program Listing – By Department 554 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 5 Labor Relations M D 2,169,778 1,249,572 920,206 6.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. County Counsel 1 General Law M D 7,252,970 5,252,970 2,000,000 25.0 Yes Provides legal services necessary for the continued operation of the County departments and special districts. Provides legal services to outside clients and independent special districts upon request. 2 Child Protective Services- Probate M M 3,344,402 3,344,402 0 17.0 No Provides mandatory legal services for Employment and Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) 3 Risk Mgt/ Civil Litigation Unit M D 2,199,850 2,199,850 0 10.0 Yes Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside litigation counsel. Services are reimbursed by General Liability Trust Fund. Crockett/Rodeo Revenues 1 Crockett/ Rodeo D D 560,000 0 560,000 0.0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. Debt Service 1 Debt Service D M 0 0 0 0.0 Yes Allows County to issue notes, permitting it to borrow money in order to meet short term cash flow deficiencies, pending receipt of taxes and revenues. 2 County/State West Contra Costa Healthcare District (WCCHCD) D M 0 2,500,000 (2,500,000) 0.0 Yes To account for the West Contra Costa Healthcare District's allocation of property tax revenue. 3 Retirement/ UAAL Bond Fund D M 43,600,399 43,600,399 0 0.0 Yes To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. 4 Notes and Warrants Interest D M 0 0 0 0.0 Yes To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 555 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 5 Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0.0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years (ending February 2024). Department of Information Technology 1 Administration D D 833,699 833,699 0 12.0 Yes Provides leadership, accounting and administrative services to support DoIT in achieving efficiencies and transparency in daily operations. Provides customer service in all areas of DoIT. 2 Information Security D D 804,208 804,208 0 1.0 Yes Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever-changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape. 3 Network Services D D 2,133,192 2,133,192 0 9.0 Yes Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. 4 Operations D D 3,503,913 3,503,913 0 8.2 Yes Responsible for County's Central Data Center that houses the IBM mainframe, AS/400's, RS/6000's, Sun and IBM UNIX servers and customer owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages County's off-site disaster recovery resources. 5 GIS Support D D 930,281 880,281 50,000 5.1 Yes Creates and maintains maps and geographic information for Contra Costa County, and provides high-level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. 6 Systems and Programming D D 5,541,181 5,591,181 (50,000) 22.6 Yes Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. Mandatory/Discretionary Program Listing – By Department 556 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 7 Telecommunic ations D D 11,039,775 10,944,775 95,000 21.0 Yes Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two-county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. 8 Wide-Area- Network Services D D 4,299,194 4,299,194 0 5.0 Yes Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. District Attorney 1 Mainline Prosecution M D 28,292,413 16,849,355 11,443,058 139.0 No Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes 2 Special Prosecution M D 4,274,437 3,778,947 495,490 19.0 No Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high-tech crimes, and family violence crimes 3 Investigation M D 5,431,442 434,275 4,997,167 22.0 No Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. 4 Victim/Witness Advocacy M D 1,680,821 1,694,806 (13,985) 16.0 No Victim liaison providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy 5 Administration M D 4,809,470 18,200 4,791,270 12.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 6 AB 109 M D 2,247,004 2,247,004 0 13.5 No Public Safety Realignment Act which transfers responsibility for supervising specific low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. 7 Public Assistance Fraud M D 361,530 328,530 33,000 1.0 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. Special Funds Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 557 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 8 Consumer Protection D D 1,025,278 1,025,278 0 0.0 No Receives Cy pres restitution funds from court- ordered settlements for District Attorney consumer protection projects, when individual restitution in a particular case cannot be determined or is not feasible. 9 Narcotics Forfeiture D D 55,000 55,000 0 0.0 No State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 10 Environmental /OSHA D D 426,898 426,898 0 0.0 No Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. 11 DA Federal Forfeiture- DOJ D D 16,800 16,800 0 0.0 No Federal law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 12 Real Estate Fraud Prosecution D D 464,280 464,280 0 0.0 No Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. 13 Supplemental Law Enforcement Services Fund - DA M M 503,000 503,000 0 0.0 No As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. 14 AB109-District Attorney M M 360,945 360,945 0 0.0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Employee/Retiree Benefits 1 Employee Benefits M D 4,879,126 0 4,879,126 0.0 Yes Funds PeopleSoft Project (Payroll). 2 Retiree Health Benefits M D 670,874 50,000 620,874 0.0 Yes Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. Employment and Human Services Administration 1 Administrative Services D D 56,970,306 56,756,306 214,000 206.0 No Provides administrative support to all areas of the Department Aging and Adult Services Bureau Mandatory/Discretionary Program Listing – By Department 558 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Adult Protective Services M M/ D 20,304,645 19,091,717 1,212,928 79.7 No Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. Includes allocated clerical and administrative staff. 3 Area Agency on Aging D/M D/ M 5,971,508 5,757,650 213,858 11.9 No Provides supportive social services, congregate meals, home delivered meals, in-home services and elder abuse prevention to over 19,500 seniors annually. 4 General Assistance Eligibility M M 3,966,126 442,694 3,523,432 17.0 No Provides eligibility determination for General Assistance (GA). GA is cash assistance for indigent adults not currently eligible for state or federally funded assistance programs. Included are other services required to maintain eligibility (or full cash assistance) such as mental health, substance abuse treatment and shelter beds. 5 General Assistance Cash Assistance M D 2,781,389 0 2,781,389 0.0 No Provides cash assistance to adults not eligible for state or federal assistance. 6 Indigent Interment M M 106,922 18,388 88,534 0.0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 7 In-Home Supportive Services Administration M D 10,627,321 7,386,102 3,241,219 61.4 No Funds for administration to determine eligibility for recipients who are unable to care for themselves at home. 8 In-Home Supportive Services Payments M M 41,701,766 40,341,009 1,360,757 0.0 No Provides funds for wages, health and retirement benefits for individuals who provide in-home supportive services to eligible individuals who are unable to care for themselves. 9 Senior Community Services Employment Program D M 166,333 72,450 93,883 1.0 No Provides Seniors with low employment prospects subsidized employment with Community Service Agencies, non-profits or Government Agencies. Enrollment priority for those Most in Need: Veterans, 65 or older, the disabled, seniors with limited English proficiency or low literacy skills and those at risk of homelessness. Children and Family Services Bureau 10 Child Welfare Services M M 97,092,426 95,837,097 1,255,329 346.4 No Provides 24-hour response to allegations of child abuse; services to maintain children in their own homes; services to remedy conditions which caused the Juvenile Court to order a child removed from home due to abuse or neglect; and planning services to assist children in establishing permanency through adoption, legal guardianship, or a permanent living arrangement. 11 Adoption Services D M 3,437,221 3,426,899 10,322 18.8 No Provides adoption services to children who are free for adoption under the Civil Code and Welfare & Institutions Code. It also provides services, on a fee basis, for stepparent adoptions. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 559 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 12 Foster Care/Adoption Assistance Eligibility M M 6,022,451 5,420,851 601,600 25.1 No Provides eligibility determination for cash assistance for care of children placed in out of home care. 13 Foster Family Recruitment, Training and Licensing D M 1,201,059 974,762 226,297 0.9 No Processes applications and provides support services to approved Resource Family Homes. 14 Adoption Assistance Program M M 20,875,827 20,132,541 743,286 0.0 No Provides payments to families in the adoption process or who have adopted children . 15 Foster Care and Other Out of Home Care Payments M M 35,282,480 32,111,273 3,171,207 0.0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 16 Child Abuse Prevention, Intervention and Treatment D M 306,830 276,147 30,683 0.0 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 17 Family Preservation Program Promoting Safe and Stable Families D M 1,884,254 1,498,978 385,276 0.0 No Provides intensive social work services to children and families when the child is at risk of out-of-home placement. 18 Independent Living Skills Program M D 1,366,485 1,366,485 0 9.3 No Provides individual and group support services, including practical skill building for current and former foster youth that are eligible for federal foster care funds when transitioning out of the foster care system. 19 County Children's Trust Fund D D 185,000 185,000 0 0.0 No Provides child abuse prevention services. 20 IHSS Public Authority M D 2,343,000 2,343,000 0 0.0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers. The program also trains providers and recipients and serves as employer of record for providers. NCC for this special fund is provided through In Home Supportive Services. 21 Ann Adler Children and Family Trust D D 80,000 80,000 0 0.0 No Provides support programs for care of abused, neglected and at risk children. Workforce Services Bureau 22 CalWORKs Eligibility Services M M 44,024,150 43,869,645 154,505 183.8 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. 23 CalWORKs Employment Services M D 31,301,665 31,301,665 0 61.1 No Provides case management of CalWORKs recipients who have a Welfare-to-Work (WtW) requirement and includes supportive services including special employment and training services/programs. Eligibility is limited to 48 months with the last 24 months being contingent on specific work-related activity engagement. Mandatory/Discretionary Program Listing – By Department 560 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 24 CalWORKs Cal-Learn M D 214,418 214,418 0 0.6 No Provides eligibility determination and related service costs of providing intensive case management, supportive services and fiscal incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal-Learn Program. 25 CalWORKs Childcare Program - Stage One M M 15,393,037 15,393,037 0 24.4 No Eligibility and ongoing case management under Stage One subsidized child care. 26 CalWORKS Mental Health/Substa nce Abuse M D 2,160,977 2,160,977 0 0.0 No Provides CalWORKs case management and treatment services for mental health and substance abuse. 27 CalWORKs SB 1569 M M 127,464 127,464 0 0.4 No Provides case management of CalWORKs recipients who are victims of trafficking or crime. 28 CalWORKs Family Stabilization M M 985,183 985,183 0 3.0 No Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. 29 CalWORKs Expanded Subsidized Employment M D 3,472,368 3,472,368 0 14.7 No Provides funds for wage, non-wage and operational costs for six-month job placements for Welfare-to- Work clients. 30 CalWORKs Housing Support D D 2,415,719 2,415,719 0 0.0 No Provides funds for support services and administrative activities for homeless CalWORKs families. 31 CalWORKs Cash Assistance M M 47,412,843 46,547,370 865,473 0.0 No Provides cash assistance to eligible families based on income levels. Eligibility limited to a maximum of 24 months. 32 CalFresh Eligibility M M 39,096,095 34,255,163 4,840,932 195.0 No Provides eligibility determination and ongoing case management for CalFresh benefits for eligible low- income individuals and families. 33 CalFresh Eligibility - Work Incentive Nutritional Supplement Eligibility M M 139,512 139,512 0 0.4 No Provides eligibility determination for eligible CalFresh and California Food Assistance Program households. 34 Work Incentive Nutritional Supplement Program Cash Assistance M M 304,521 304,521 0 0.0 No Provides a $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. 35 Standard Utility Assistance Subsidy Program Cash Assistance M M 141,947 141,947 0 0.0 No Provides an annual $20.01 utility assistance benefit to eligible CalFresh households. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 561 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 36 Medi-Cal Eligibility M M 61,234,559 61,234,559 0 313.4 No Provides eligibility determination for Medi-Cal programs including determinations for the new MAGI Medi-Cal Program implemented as an expansion of the Medi-Cal Program mandated by Health Care Reform. 37 Refugee Programs Eligibility M M 29,642 29,642 0 0.2 No Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. 38 Refugee Programs Cash Assistance M M 89,451 89,451 0 0.0 No Provides funds for cash assistance payments for immigrants. 39 Service Integration Team / Sparkpoint D D 323,760 263,670 60,090 1.0 No Provides integrated delivery of human services provided by various county departments. 40 Covered California Call Center (Under Contract) M M 0 0 0 0.0 No Formerly the only county-operated statewide Call Center which provides healthcare enrollment services under the Affordable Care Act to California residents. The program ended on December 31, 2016. Workforce Development Board 41 Workforce Innovation & Opportunity Act (WIOA) M D 7,054,346 7,054,346 0 10.0 No Provides employment services (such as job search and placement assistance, and initial assessment of skills), career counseling, access to job training, adult education and literacy, and employment services to individuals seeking to find new or better employment opportunities. 42 Small Business Development Center D M 458,543 458,543 0 1.0 No Provides training, counseling, and technical assistance to small businesses and startups to support economic development and stimulate job growth in Contra Costa County and the region. Community Services Bureau 43 Head Start D M 18,985,519 18,985,519 0 70.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving 1,351 income eligible and disabled children and families. 44 Comprehensive Funding Model D M 11,640,774 11,640,774 0 67.0 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for 809 children of low-income working parents. 45 Early Head Start D M 10,871,284 10,871,284 0 31.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving 229 income eligible and disabled infants and toddlers and their families. 46 Child Nutrition D M 1,510,886 1,510,886 0 12.0 No Nutritional counseling for families and meal services for low-income and disabled children serving approximately 1,000 children and families and delivers approximately 466,925 meals. Mandatory/Discretionary Program Listing – By Department 562 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 47 Community Action Programs D M 4,679,140 4,520,140 159,000 23.0 No Community Action programs help low-income families achieve self-sufficiency and support activities that can achieve measurable outcomes in improving educational capability, literacy skills, housing attainment, income enhancement, and disaster preparedness. 48 Housing & Energy D M 2,442,685 2,442,685 0 4.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to approximately 4,610 low- income residents of the County. 49 Child Development Fund D M 31,900,000 31,900,000 0 106.0 No State-funded Preschool and General Childcare program serving 1,285 children in 12 centers with 48 classrooms and eight partner agencies throughout the County. Include childcare services to families who receive Child Protective Services, children at risk of abuse and neglect, children with special needs, low-income families, and current and former CalWORKs participants. 50 Childcare Enterprise Fund D M 74,000 74,000 0 0.0 No Childcare enterprise provides childcare at below market rates to families who do not qualify for subsidized Head Start or Child Development programs due to higher family income. Contra Costa Alliance to End Abuse 51 Contra Costa Alliance to End Abuse D D 2,433,000 754,000 1,679,000 0.0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 52 Contra Costa Alliance to End Abuse - Special Revenue Fund M M 290,000 290,000 0 0.0 No Provides oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). 53 Contra Costa Alliance to End Abuse - SB 968 Administration M D 648,000 648,000 0 4.0 No Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. Supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act and codified under Welfare & Institutions Code 18290-18307. General Purpose Revenue 1 General County Revenues M D 0 492,550,00 0 (492,550,000) 0.0 No Receives revenues which are not attributable to a specific County services and which are available for County General Fund expenditures. Health Services Hospital & Ambulatory Care Centers 1 Hospital and Emergency Care M M 311,621,58 1 297,996,74 0 13,624,841 1,027.1 No Provides for operation of the 167 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. 2 Ambulatory Care Centers M M 156,237,99 4 149,406,89 6 6,831,098 731.0 No Provides for operation of the 11 medical ambulatory care centers located throughout the County. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 563 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 Physician Services M M 117,989,90 6 112,831,10 5 5,158,801 274.4 No Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 11 ambulatory care clinics, and the Family Practice Residency Program. 4 Emergency Medical Services M M 2,693,939 2,693,939 0 6.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 5 Administrative Services D D 27,218,547 27,218,547 0 312.8 Yes Provides centralized Department-wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 6 Charges from Other County Depts M D 30,743,972 0 30,743,972 0.0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 7 Hospital Capital Project D D 23,532,993 23,532,993 0 0.0 No Debt services principal payments, and acquisition of new and replacement capital equipment. Contra Costa Health Plan - Enterprise Fund II 8 Medi-Cal Members M M 434,221,00 8 434,221,00 8 0 180.0 No Serves County residents enrolled in Contra Costa Health Plan who qualify for Medi-Cal and are not seniors or persons with a disability. 9 Medi-Cal Seniors and Persons with Disabilities Members D M 200,656,72 6 200,656,72 6 0 0.0 No Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability who qualify for Medi-Cal. 10 Charges from Other County Depts D D 4,407,106 4,407,106 0 0.0 No Provides centralized charges to Health Services Department from other County departments, e.g. GSD. Contra Costa Community Health Plan - Enterprise Fund III 11 Commercial Groups, including Basic Health Care (Excludes IHSS) D M 57,605,749 57,605,749 0 0.0 No Serves County residents enrolled in Contra Costa Health Plan (CCHP) whose premiums are paid by themselves or by their employers. Includes those who qualify for Medicare coverage. Basic Health Care serves medically indigent County residents where household income is less than or equal to 300% of the federal poverty level, whose medical care is managed by CCHP. Includes Health Care for Indigent eligibles and primary care services to adults not covered by the Affordable Care Act. 12 In-Home Supportive Services- Contra Costa CARES D M 17,644,087 13,657,799 3,986,288 0.0 No Serves state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. Behavioral Health Division - Mental Health 13 Child & Adolescent Services M D 67,054,620 66,832,926 221,694 109.2 No Provides comprehensive mental health services to seriously emotionally disabled youth (up to age 21) and children (under age 18) and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. Mandatory/Discretionary Program Listing – By Department 564 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 14 Adult Services M D 66,535,488 62,665,781 3,869,707 162.4 No Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. 15 Support Services D D 14,816,058 4,512,681 10,303,377 83.8 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. 16 Local Hosp Inpatient Psychiatric M M 11,835,330 10,893,010 942,320 0.0 No Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and short-term treatment for seriously and persistently mentally ill clients who may be a danger to themselves or others. 17 Outpatient Mental Health Crisis M M 16,038,957 15,072,200 966,757 0.0 No Provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning and placement/referral services. 18 Medi-Cal Managed Care M M 9,888,688 8,887,543 1,001,145 23.0 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi-Cal eligible adults and children. 19 Mental Health Services Act & Prop 63 Fund M D 54,751,349 54,751,349 0 165.7 No Expands mental health care programs for children, transition age youth, adults and older adults. Funds are transferred from Proposition 63 Fund to support these FTE and above programs. Behavioral Health Division - Alcohol and Other Drugs 20 Prevention Services D D 1,560,098 1,560,098 0 4.2 No Provides alcohol and other drugs education, drug- free activities, community-based initiatives, problem identification and referral for youth and adults. 21 Information, Screening and Referral into SUD D D 738,116 369,058 369,058 6.5 No Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. 22 Narcotic Treatment Program D D 6,840,661 6,840,661 0 0.0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. 23 Outpatient and Intensive Outpatient Program D D 3,818,486 3,255,379 563,107 4.0 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. 24 Residential Treatment and Withdrawl Management Summary D D 9,424,271 8,491,191 933,080 16.0 No Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxification for adults. 25 Case Management, Recovery Support and Recovery Residences Summary D D 1,218,042 1,148,287 69,755 0.0 No Case management and recovery support services for DMC beneficiaries Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 565 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 26 Special Programs (Non-DMC Waiver) D D 3,986,001 3,986,001 0 11.9 No Time-limited federal and state special initiatives and demonstration programs. 27 Program and System Support Summary D D 3,743,005 3,743,005 0 11.4 No Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. Behavioral Health Division - Health, Housing and Homeless Services 28 Administration D D 2,903,766 1,695,201 1,208,565 10.0 Yes Includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. 29 Coordinated Entry System D D 2,942,192 2,942,192 0 0.0 No Streamlines access to housing and other homeless services through prevention/diversion screening and triage; referral to CARE centers where clients can access shelter, food, case management, housing assessment and navigation, substance use disorders and benefit assistance; and coordinate outreach referral and engagement to facilitate shelter, health and social services. 30 Interim Housing and Support Services D D 3,871,774 2,685,491 1,186,283 0.0 No Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 31 Supportive Housing Program D D 5,851,212 5,729,252 121,960 0.0 No Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. 32 Contra Costa Youth Continuum of Services D D 783,487 618,132 165,355 1.0 No Provides outreach, shelter, transitional, and permanent housing and services to youth ages 18- 24. 33 Homeless Management Information System D D 839,526 837,689 1,837 1.0 No A shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. System enables the collection and sharing of uniform client data information. 34 Homeless Emergency Aid Program - HEAP D D 7,196,771 7,196,771 0 1.0 No The HEAP Program is a one-time Block grant funding that addresses the immediate emergency needs of homeless individuals. Public Health 35 Public Health Support Services D D 8,682,366 1,652,105 7,030,261 40.4 Yes Provides program oversight, including management and administrative support staff. 36 Senior Nutrition Program D D 4,922,205 4,570,739 351,466 5.3 No Provides over 550,000 meals per year to the elderly population in the County through a congregate (Senior Center) or home delivery (Meals on Wheels) model. In addition to elderly clients, approximately 2,700 meals are delivered to homebound AIDS/HIV clients. Mandatory/Discretionary Program Listing – By Department 566 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 37 Communicabl e Disease Control M/D D 9,542,312 5,621,008 3,921,304 47.7 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 38 HIV/AIDS and STD Program M/D D 4,652,850 3,775,461 877,389 31.2 No Provides access to care, monitoring and surveillance, community education and prevention services. 39 Family, Maternal & Child Health M/D D 11,025,272 9,206,119 1,819,153 85.3 No Promotes health and welfare of families and children. 40 Public Health Clinical Services D D 39,329,074 32,384,377 6,944,697 242.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school-based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. 41 Community Wellness & Prevention Program D D 3,677,284 3,481,554 195,730 27.2 No Provides for prevention of chronic disease and injuries. Environmental Health 42 Hazardous Materials Program M M 11,566,110 11,732,110 (166,000) 39.0 No Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. 43 Environmental Health M M 11,896,166 12,062,166 (166,000) 61.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 44 Fixed Assets D D 160,000 160,000 0 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. Detention Facility Program 45 Detention Facility MH Services M D 3,783,000 65,570 3,717,430 18.6 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 46 Detention Facility Med Services M D 23,137,681 1,730,111 21,407,570 71.0 No Provides primary care medical services for inmates in County detention facilities. 47 Juvenile Hall Medical Services M D 2,497,310 2,497,310 0 11.2 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. 48 Juvenile Justice Facilities D D 877,114 877,114 0 0.0 No Provides crisis intervention, medication evaluation and consultation. Conservatorship/Guardianship 49 Conservatorship /Guardianship M M 4,256,012 604,012 3,652,000 24.0 No Controls the financial affairs and daily support coordination of clients who are mentally ill, frail elderly or otherwise deemed to be incapable of caring for themselves in these areas. California Children's Services Program Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 567 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 50 California Children's Services Program M M 11,805,300 9,367,300 2,438,000 65.7 No Provides medical care, equipment and rehabilitation for youth under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. Public Administrator 51 Public Administrator M D 777,665 433,665 344,000 5.0 No Investigates and administers the estates of persons who are County residents at the time of death and have no will or appropriate person willing or able to administer their estate. Emergency Medical Services SB-12 52 Administration D D 146,718 146,718 0 0.0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 53 Emergency Medical Services D M 224,521 224,521 0 0.0 No Reimbursement for County operated Emergency Medical Services program. 54 Physicians D M 776,767 776,767 0 0.0 No Payments to physicians for emergency services to indigents. 55 Hospitals D M 330,178 330,178 0 0.0 No Payments to hospitals for emergency room care provided to indigents. 56 Pediatric Trauma Centers D M 65,121 65,121 0 0.0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Ambulance Services Areas (Measure H) 57 Zone A D M 234,227 234,227 0 0.0 No Funds EMS first responder medical and communication equipment, supplies, and training of medical dispatchers. 58 Zone B D M 5,299,940 5,299,940 0 9.0 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. Human Resources 1 Administration M D 1,725,330 2,139,234 (413,904) 5.0 Yes Develops, administers and maintains merit and exempt employment systems. 2 Employee Benefits Administration M D 6,635,901 6,635,901 0 21.0 Yes Formulates & implements policies for administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. 3 Personnel Services M D 3,813,904 200,000 3,613,904 24.0 Yes Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and compensated. Maintains all personnel history files and records. Mandatory/Discretionary Program Listing – By Department 568 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 4 Employee Child Care D M 46,586 46,586 0 0.0 No Board mandate & must follow IRS regs. Provides for the funding and development of child care programs for employees. Funded by benefit admin fee and forfeited Dependent Care Assistance Program monies. Justice System Development/Planning 1 Law and Justice System Development D D 2,185,926 395,926 1,790,000 5.0 Yes Plans, develops, implements and maintains automated information systems for justice departments. 2 Vehicle Theft Program D M 1,000,000 1,000,000 0 0.0 No Provides local funding for programs relating to vehicle theft crimes. Special Funds 3 Automated ID & Warrant D M 3,828,179 3,828,179 0 0.0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 4 DNA Identification D M 270,000 270,000 0 0.0 No Provides for the collection of DNA specimens, samples and print impressions. 5 Local Community Corrections M D 29,599,550 29,599,550 0 0.0 No Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. 6 SLESF - Front Line Law Enforcement- City M M 3,598,995 3,598,995 0 0.0 No Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. 7 SLESA - AB109 M M 9,898,739 9,898,739 0 0.0 No Within the County's Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. 8 Obscene Matter-Minors M D 5,400 5,400 0 0.0 No Provides supplemental funding for sexual assault investigator training, high technology crime task forces, public agencies and nonprofit corporations that provide shelter, counseling, or other direct services for victims of human trafficking and for multidisciplinary teams involved in the prosecution of child abuse cases. Library 1 Administration D D 7,469,704 63,648 7,406,056 23.6 No Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. 2 Countywide Services D D 1,907,688 248,200 1,659,488 12.0 No Directly provides library service to patrons countywide and supports community library services and operations, including telephone reference service, periodicals, and program support in adult, young adult, and youth services. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 569 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 Lib- Community Services D D 20,271,102 3,687,102 16,584,000 139.9 No Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. 4 Support Services D D 5,207,507 28,050 5,179,457 25.2 No Support Services includes automation, Virtual Library, circulation, technical services, and collection management. 5 County Library Taxes M M 0 30,829,000 (30,829,000) 0.0 No County Library Tax Revenues. 6 Casey Library Gift D D 500 500 0 0.0 No Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library. Probation Care of Court Wards 1 Out-of-Home Placement M M 4,100,480 2,310,000 1,790,480 0.0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 2 California Dept. of Juv. Justice Fees M M 925,000 0 925,000 0.0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 3 Medical Services in Juvenile Facilities M M 3,180,520 396,000 2,784,520 0.0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. Juvenile Facilities 4 Juvenile Hall M M 22,805,964 4,472,128 18,333,836 125.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,000 juveniles are booked annually. (W&I 850) 5 Orin Allen Youth Rehabilitation D M 7,517,853 10,780,724 (3,262,871) 38.0 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 225 juveniles are committed annually for an average stay of six months. (W&I 880) 6 Home Supervision M M 341,440 403,574 (62,134) 1.0 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. 7 School Lunch Program D D 610,000 233,831 376,169 4.0 No Federally assisted meal program. Provides nutritionally balanced, low-cost or free lunches to children each school day. Probation Programs 8 Adult Investigations & Supervision M D 11,918,268 8,225,359 3,692,909 60.0 No Over 3,500 felony investigative reports are prepared annually for the Coordinated Trial Courts. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. (PC 1191). Includes AB109, SB678 and Smart Probation funded positions. Mandatory/Discretionary Program Listing – By Department 570 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 9 School Probation Officers D M 1,455,335 1,455,335 0 11.0 No Case management services for juveniles referred by school districts as well as those on active probation. 10 Vehicle Theft (Adult) D M 193,178 193,178 0 1.0 No Cooperative program among the California Highway Patrol, Sheriff, District Attorney and Probation depts. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is partially funded by the State via vehicle license fees. 11 Domestic Violence D M 1,310,821 453,495 857,326 8.0 No Intensive supervision of felony/misdemeanor cases that may involve court-ordered participation in a 52- week batterer's program. All batterer's programs are mandated to be certified by the Probation Department. (PC 1203.097) 12 Office of Traffic Safety DUI Program D M 374,722 328,181 46,541 2.0 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. 13 Juvenile Investigation/ Supervision/ Special Services M D 6,430,876 885,000 5,545,876 37.0 No Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. The department performs over 3,500 intake and court investigations annually. 14 Field Services Support D D 2,279,857 0 2,279,857 24.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 15 Community Probation D M 944,313 548,790 395,523 7.0 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high- risk youth. 16 Youthful Offender Treatment Program / Girls in Motion D M 925,441 257,055 668,386 6.0 No Aftercare supervision for institution commitment treatment program for youthful offenders. 17 Training M D 133,380 115,216 18,164 3.0 Yes State required and approved training for Probation staff. (PC 6035) 18 Administration / Personnel / Info Tech M D 9,635,418 25,000 9,610,418 18.0 Yes Services include fiscal and personnel management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and office management, and resource development. Special Funds 19 Supplemental Law Enforcement Services Fund D D 4,880,523 4,880,523 0 0.0 No Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. 20 Probation Ward Welfare D D 136,337 136,337 0 0.0 No Provides for the revenues associated with the detention commissary and commission from detention pay telephones. Revenues used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 571 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 21 Community Corrections Performance Incentives D D 3,741,263 3,741,263 0 0.0 No Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. Public Defender 1 Administration M D 4,387,955 0 4,387,955 9.0 No Provides management, administrative support, and oversight of all Departmental functions. 2 Investigations M D 1,906,911 0 1,906,911 13.0 No Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. 3 Criminal Defense M M 16,996,218 999,574 15,996,644 77.6 No Provides effective assistance of counsel for all qualifying adults and juveniles charged with criminal offenses. 4 AB 109 M D 3,720,105 3,720,105 0 22.5 No Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. 5 Alternate Defender Office M D 4,250,490 0 4,250,490 16.0 No Provides effective assistance of counsel for qualifying adults and juvenile clients for whom the main office has declared a conflict of interest. Special Fund 6 AB109-Public Defender M D 360,945 360,945 0 0.0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Public Safety Realignment 1 Law Enforcement Services M D 61,827,242 61,827,242 0 0.0 No This department includes dedicated funding streams for critical public safety activities, including: trial court security, front line law enforcement, community corrections for allocation proposed by the Community Corrections Partnership, costs of Post Release Community Supervision prosecution and defense, the Youthful Offender Block Grant and juvenile re-entry programming. 2 Support Services M D 122,816,78 6 122,816,78 6 0 0.0 No This department includes dedicated funding streams for critical health and social service programs, including: adoptions, adult protective services, child abuse prevention, intervention & treatment, child welfare services, foster care, EPSDT activities, drug courts, various Medi-Cal services and perinatal drug services. Public Works 1 Public Works Services /Administratio n M D 52,606,783 51,431,783 1,175,000 278.8 No Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, finance/budget and surveyor functions. The budget for all Public Works personnel are in this program. Mandatory/Discretionary Program Listing – By Department 572 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 County Drainage Maintenance M D 730,000 30,000 700,000 0.0 No Drainage maintenance for County owned drainage facilities. 3 Facilities Maintenance D D 131,321,75 0 131,321,75 0 0 200.0 Yes General maintenance and repairs of County buildings & facilities. 4 Fleet Services D D 540,000 540,000 0 0.0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. 5 General County Building Occupancy D D 24,303,023 152,023 24,151,000 0.0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. 6 Outside Agency Services D D 782,457 782,457 0 0.0 Yes Outside Agency services. This program area includes occupancy costs, print & mail services, and fleet services. 7 Keller Surcharge/ Mitigation M D 413,000 120,000 293,000 0.0 Yes Recycling services for County departments. 8 Print and Mail Services D D 5,555,785 5,555,785 0 22.0 Yes Copy, printing, and mail services for County departments. 9 Purchasing M D 1,262,923 581,923 681,000 7.0 Yes Purchasing services for all County departments. 10 Road Construction (Non-County Funded) M D 2,527,000 2,527,000 0 0.0 No Non-county road construction projects funded by other governmental agencies. Special Funds 11 Fleet Services ISF D D 17,813,524 17,813,524 0 21.0 Yes Internal Services Fund for Fleet 12 Rd Fund- Construction & Road Planning/ Admin/ Revenues M D 48,278,250 48,278,250 0 0.0 No Road construction projects for county roads. Includes administration and planning costs. 13 Rd Fund Maintenance & Misc. Property M D 25,131,327 25,131,327 0 0.0 No Maintenance for county streets and roads. 14 PW Land Development M D 3,261,100 3,261,100 0 0.0 No Engineering services and regulation of land development. 15 Airport Enterprise Fund D M 10,420,215 10,420,215 0 17.0 No Operation and capital development of airports. 16 Other Special Rev. Funds D M 3,861,287 3,861,287 0 0.0 No Use based on special revenue agreements. 17 Development Funds D M 9,810,018 9,810,018 0 0.0 No Revenue from permits & developers for construction and Conditions of Approval. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 573 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 18 Southern Pacific Railway D M 5,354,498 5,354,498 0 0.0 No Sale of easements & license agreements used for maintenance of Iron Horse Corridor. 19 Navy Transportation Mitigation D M 5,302,260 5,302,260 0 0.0 No Proceeds from the Navy for the sale of a portion of Port Chicago Hwy. 20 Area of Benefit Fees D M 1,917,338 1,917,338 0 0.0 No Fees on development for future road projects. Sheriff-Coroner Administrative Services Bureau 1 Central Administration D D 21,413,262 1,371,480 20,041,782 34.0 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 2 Sheriff's Recruiting M D 2,318,878 8,000 2,310,878 11.0 No Responsible for employment services including recruiting, background investigations, and hiring, examining the status of operations and procedures within the office as a whole, changes to the Policies and Procedure Manual, providing background information. 3 Resources/ Plans/ Standards D D 4,078,186 318,500 3,759,686 12.0 No Inspection and Control is instrumental in organizational development by surveying current law enforcement management theory and practice to compare department procedures and systems against those in other jurisdictions. Professional Standards is responsible for formulating policies and procedures, Internal Affairs and risk management litigation. Field Operations Bureau 4 Cities/Districts Contracts D M 18,387,820 18,387,400 420 72.0 No Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. 5 Marine Patrol D D 4,424,525 1,210,239 3,214,286 12.0 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. 6 Sheriff's Helicopter Program D D 596,575 596,575 0 0.0 No Provides air support throughout the County and through contract with the City of Vallejo. 7 Unincorporate d Patrol M D 31,090,629 48,503,762 (17,413,133) 141.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 8 Special Investigations D M 2,000 230,000 (228,000) 0.0 No Provides Investigation services to the District Attorney's Office. 9 Investigations M D 10,089,871 365,805 9,724,066 40.0 No This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. Mandatory/Discretionary Program Listing – By Department 574 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 10 Civil M M 2,953,115 420,000 2,533,115 15.0 No Serves protective orders when protected person has fee waiver, performs postings, evictions, levies, civil processes. Civil unit also completes the extradition function for this agency and numerous other agencies on a contract basis. 11 AB 1109 Vehicle Program M M 99,652 99,652 0 0.0 No Restricted funding for vehicle usage by the Civil unit. 12 AB 709 Automated Program M M 408,153 408,153 0 0.0 No Restricted funding for automation services by the Civil unit. Support Services Bureau 13 Criminalistics M M 11,338,584 3,309,939 8,028,645 42.0 No Conducts firearms, forensic biology and trace evidence examinations. Conducts DNA profiling on evidence materials; submits DNA profiles to the Calif. Department of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. Also includes federal grants for Criminalistics supplies and equipment. 14 Property and Evidence Services M M 734,751 94,000 640,751 4.0 No Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Office, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. 15 CAL-ID D D 3,578,686 3,578,686 0 18.5 No Operates a computerized system for the identification of fingerprints. 16 Vehicle Anti- Theft Program D D 3,840 474,500 (470,660) 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. 17 Communicatio ns/ Dispatch M M 8,667,975 3,487,968 5,180,007 58.0 No Provides a basic emergency telephone answering system as provided in articles 53100-53120 of the Calif. Govt Code. Shall provide public safety answering point system for telecommunications from the public for reporting, police, fire, ambulance, and medical related incidents. 18 Automated Regional Information Exchange Systems (ARIES) D D 816,304 816,304 0 2.0 No The ARIES database has been established to collect data from several California jurisdictions to share information to support increased monitoring and enforcement of the law. 19 Information Services D D 7,158,196 69,200 7,088,996 18.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 20 Records M M 2,509,187 211,000 2,298,187 23.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 21 Technical Services Administration D D 217,974 0 217,974 0.0 No Provides administrative oversight for the Technical Services Division and administration of federal grants. Contract Services Budget Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 575 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 22 Court Security M D 16,716,359 16,716,359 0 86.0 No Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. 23 Facility Security Contracts M D 5,422,571 5,422,571 0 34.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. Custody Services Bureau 24 Martinez Detention Facility M M 30,291,984 148,004 30,143,980 143.0 No Maximum-security institution, located in Martinez that houses many of the County's unsentenced inmates while they are awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the County. 25 West County Detention Facility M M 26,524,788 61,272 26,463,516 131.0 No WCDF is a program-oriented facility for medium security prisoners, located in Richmond. Inmates who present behavioral problems are returned to the MDF in Martinez. 26 Marsh Creek Detention Facility D D 5,488,110 1,500 5,486,610 21.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. 27 Custody Alternative/ County Parole Program M D 4,542,219 450,000 4,092,219 23.0 No Diverts persons who would be incarcerated into programs such as Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor. 28 Custody Services Admin M D 3,498,579 32,171,416 (28,672,837) 15.0 No Provides inmate classification, training, and other detention management services. 29 AB109 Program M M 8,945,148 8,945,148 0 31.0 No Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non-serious, non-violent, non-sexual offenders in county custody pursuant to AB109 Public Safety Realignment. 30 Detention Transportation M D 5,927,013 3,500 5,923,513 24.0 No Provides inmate transportation between detention facilities and the Courts. Coroner 31 Coroner M D 3,386,000 185,000 3,201,000 9.0 No Determine the cause of death, specifically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days per week, and remove the deceased from place of death. Office of Emergency Services 32 Emergency Services Support D D 1,269,706 32,500 1,237,206 3.0 No Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other significant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. Mandatory/Discretionary Program Listing – By Department 576 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 33 Emergency Services D D 2,778,535 215,000 2,563,535 10.0 No Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. 34 Community Warning System D D 1,338,843 1,338,843 0 3.0 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. 35 Homeland Security Grants D D 1,349,505 1,349,505 0 0.0 No Homeland Security grant management and centralization. 36 Special Weapons and Tactics (SWAT) Team D D 379,259 20,000 359,259 0.0 No The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. Special Funds 37 Central ID Bureau D M 2,437,000 2,437,000 0 0.0 No Provides for operation of the Alameda-Contra Costa fingerprint database (which is a component of the state-wide database) Automated Fingerprint Identification System (AFIS) and Livescans in place in county law enforcement agencies. 38 Controlled Substance Analysis D M 22,000 22,000 0 0.0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. 39 Countywide Gang and Drug Trust D D 77,000 77,000 0 0.0 No Provides expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. 40 County Law Enforcement Capital Projects D D 173,000 173,000 0 0.0 No Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially finance Sheriff's communication equipment replacement; and accumulates funds to finance major equipment replacement for the Helicopter Program. 41 Narcotic Forfeiture D M 100,000 100,000 0 0.0 No Within the Investigation Division, Asset Forfeiture provides the necessary support for tracking the assets of persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts, to maximize forfeited assets, and to augment traditional investigations. 42 Prisoners Welfare Summary D M 1,428,000 1,428,000 0 6.0 No Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 577 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 43 Supplemental Law Enforcement Services Funds D M 917,000 917,000 0 0.0 No Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. 44 Traffic Safety M M 15,000 15,000 0 0.0 No Provides for the cost of official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. 45 Trial Court Security M D 16,046,724 16,046,724 0 0.0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 46 Law Enforcement Training Center D D 2,506,379 2,506,379 0 17.0 No Established as an enterprise fund, this Division of the Sheriff with the Contra Costa College District at Los Medanos Community College provides specialized training to law enforcement personnel. Superior Court Programs 1 Civil Grand Jury M D 156,000 0 156,000 0.0 No An investigative body that examines County accounts, and inquiries into any alleged misconduct in office or public officials. It may also inquire into all public offenses committed within the county, conduct confidential investigations, and bring indictments when deemed appropriate. 2 Criminal Grand Jury M D 50,000 0 50,000 0.0 No Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 3 Trial Court Programs M M 17,311,386 6,197,386 11,114,000 0.0 No Provides for all court services not eligible under California Rule of Court 810 (e.g., capital case costs) and fund the General Fund subsidy for Court operations to the State of California. Special Funds 4 Dispute Resolution M D 180,000 180,000 0 0.0 No Provides for local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. 5 Courthouse Construction D M 806,550 806,550 0 0.0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction and maintenance. 6 Criminal Justice Facility Construction D M 950,365 950,365 0 0.0 Yes Special fund created for penalty assessments levied on court fines for the purpose of criminal justice facility construction, systems development and operations. Mandatory/Discretionary Program Listing – By Department 578 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 7 Family Law Center - Debt Service D M 2,129,142 2,129,142 0 0.0 Yes Provides for the Superior Court's share of the annual debt service payment obligations for the Family Law Center. Treasurer-Tax Collector 1 Treasurer M D 1,429,878 276,700 1,153,178 8.6 No Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 21 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. 2 Tax Collection M M 4,066,463 2,828,300 1,238,163 19.5 No Collects property taxes and special levies for all cities, school districts, special districts and County government. 3 Business License M D 182,284 123,625 58,659 1.4 No Chapter 64-14.202 Purpose and authority: The purpose of this chapter is to effectuate Revenue and Taxation Code Section 7284 (CH 466, Stats. 1990; Cal. Const. Art. IV, § 8(c)(2)) in order to levy a business license tax in the unincorporated area of the county. (Ord. 91-35 § 1). State law permits the levy of such tax. Veterans Service 1 Veterans Service D D 1,394,640 313,000 1,081,640 9.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. 2 Veterans Memorial Building Lifecycle Costs D D 118,360 0 118,360 0.0 No Provides funds to support the County's Facilities Lifecycle Improvement Program that addresses deferred facilities maintenance and capital renewal projects, for County owned veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. Service Key: M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary Level Key: M = Mandated by law D = Discretionary Note: Funding Sources listed for Special Funds may include fund balance from previous years, and may be higher than the requirement in the Expenditure column. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 579 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  1 HSD - Contra Costa Health Plan - Enterprise Fund II Medi-Cal Members M M 434,221,008 434,221,008 0 180.0 No Serves County residents enrolled in Contra Costa Health Plan who qualify for Medi-Cal and are not seniors or persons with a disability. 2 HSD - Hospital & Ambulatory Care Centers Hospital and Emergency Care M M 311,621,581 297,996,740 13,624,841 1,027.1 No Provides for operation of the 167 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. 3 HSD - Hospital & Ambulatory Care Centers Ambulatory Care Centers M M 156,237,994 149,406,896 6,831,098 731.0 No Provides for operation of the 11 medical ambulatory care centers located throughout the County. 4 HSD - Hospital & Ambulatory Care Centers Physician Services M M 117,989,906 112,831,105 5,158,801 274.4 No Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 11 ambulatory care clinics, and the Family Practice Residency Program. 5 EHSD - Children and Family Services Bureau Child Welfare Services M M 97,092,426 95,837,097 1,255,329 346.4 No Provides 24-hour response to allegations of child abuse; services to maintain children in their own homes; services to remedy conditions which caused the Juvenile Court to order a child removed from home due to abuse or neglect; and planning services to assist children in establishing permanency through adoption, legal guardianship, or a permanent living arrangement. 6 EHSD - Workforce Services Bureau Medi-Cal Eligibility M M 61,234,559 61,234,559 0 313.4 No Provides eligibility determination for Medi-Cal programs including determinations for the new MAGI Medi-Cal Program implemented as an expansion of the Medi-Cal Program mandated by Health Care Reform. 7 EHSD - Workforce Services Bureau CalWORKs Cash Assistance M M 47,412,843 46,547,370 865,473 0 No Provides cash assistance to eligible families based on income levels. Eligibility limited to a maximum of 24 months. 8 EHSD - Workforce Services Bureau CalWORKs Eligibility Services M M 44,024,150 43,869,645 154,505 183.8 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. 9 EHSD - Aging and Adult Services Bureau In-Home Supportive Services Payments M M 41,701,766 40,341,009 1,360,757 0 No Provides funds for wages, health and retirement benefits for individuals who provide in-home supportive services to eligible individuals who are unable to care for themselves. 10 EHSD - Workforce Services Bureau CalFresh Eligibility M M 39,096,095 34,255,163 4,840,932 195.0 No Provides eligibility determination and ongoing case management for CalFresh benefits for eligible low- income individuals and families. Mandatory/Discretionary Program Listing – By Service and Level 580 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  11 EHSD - Children and Family Services Bureau Foster Care and Other Out of Home Care Payments M M 35,282,480 32,111,273 3,171,207 0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 12 Sheriff - Custody Services Bureau Martinez Detention Facility M M 30,291,984 148,004 30,143,980 143.0 No Maximum-security institution, located in Martinez that houses many of the County's unsentenced inmates while they are awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the County. 13 Sheriff - Custody Services Bureau West County Detention Facility M M 26,524,788 61,272 26,463,516 131.0 No WCDF is a program-oriented facility for medium security prisoners, located in Richmond. Inmates who present behavioral problems are returned to the MDF in Martinez. 14 Probation - Juvenile Facilities Juvenile Hall M M 22,805,964 4,472,128 18,333,836 125.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,000 juveniles are booked annually. (W&I 850) 15 EHSD - Children and Family Services Bureau Adoption Assistance Program M M 20,875,827 20,132,541 743,286 0 No Provides payments to families in the adoption process or who have adopted children. 16 Child Support Services Child Support Enforcement Program M M 20,383,000 20,383,000 0 153.0 No Mandated services assisting parents to meet their mutual obligation to support their children. Operations of this Department are currently controlled by the regulations of the State Department of Child Support Services. 17 Superior Court Programs Trial Court Programs M M 17,311,386 6,197,386 11,114,000 0 No Provides for all court services not eligible under California Rule of Court 810 (e.g., capital case costs) and fund the General Fund subsidy for Court operations to the State of California. 18 Public Defender Criminal Defense M M 16,996,218 999,574 15,996,644 77.6 No Provides effective assistance of counsel for all qualifying adults and juveniles charged with criminal offenses. 19 HSD - Behavioral Health Division - Mental Health Outpatient Mental Health Crisis M M 16,038,957 15,072,200 966,757 0 No Provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning and placement/referral services. 20 EHSD - Workforce Services Bureau CalWORKs Childcare Program - Stage One M M 15,393,037 15,393,037 0 24.4 No Eligibility and ongoing case management under Stage One subsidized child care. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 581 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  21 HSD - Environmental Health Environmental Health M M 11,896,166 12,062,166 -166,000 61.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 22 Clerk – Recorder - Elections Elections M M 11,840,268 3,483,268 8,357,000 32.5 No Conducts Federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. 23 HSD - Behavioral Health Division - Mental Health Local Hosp Inpatient Psychiatric M M 11,835,330 10,893,010 942,320 0 No Provides acute inpatient psychiatric care at CC Regional Medical Center, involuntary evaluation and short-term treatment for seriously and persistently mentally ill clients who may be a danger to themselves or others. 24 HSD - California Children's Services Program California Children's Services Program M M 11,805,300 9,367,300 2,438,000 65.7 No Provides medical care, equipment and rehabilitation for youth under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. 25 HSD - Environmental Health Hazardous Materials Program M M 11,566,110 11,732,110 (166,000) 39.0 No Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. 26 Sheriff - Support Services Bureau Criminalistics M M 11,338,584 3,309,939 8,028,645 42.0 No Conducts firearms, forensic biology and trace evidence examinations. Conducts DNA profiling on evidence materials; submits DNA profiles to the Calif. Department of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. Also includes federal grants for Criminalistics supplies and equipment. 27 Justice System Development/Pla nning - Special Funds SLESA - AB109 M M 9,898,739 9,898,739 0 0 No Within the County's Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. 28 HSD - Behavioral Health Division - Mental Health Medi-Cal Managed Care M M 9,888,688 8,887,543 1,001,145 23.0 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi- Cal eligible adults and children. 29 Conservation and Development Building Inspection Services M M 9,095,453 9,095,453 0 29.0 No Review plans, issue building permits, and inspect the construction of buildings. 30 Sheriff - Custody Services Bureau AB109 Program M M 8,945,148 8,945,148 0 31.0 No Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non- serious, non-violent, non-sexual offenders in county custody pursuant to AB109 Public Safety Realignment. Mandatory/Discretionary Program Listing – By Service and Level 582 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  31 Sheriff - Support Services Bureau Communications/ Dispatch M M 8,667,975 3,487,968 5,180,007 58.0 No Provides a basic emergency telephone answering system as provided in articles 53100-53120 of the Calif. Govt Code. Shall provide public safety answering point system for telecom- munications from the public for reporting, police, fire, ambulance, and medical related incidents. 32 EHSD - Children and Family Services Bureau Foster Care/Adoption Assistance Eligibility M M 6,022,451 5,420,851 601,600 25.1 No Provides eligibility determination for cash assistance for care of children placed in out of home care. 33 Clerk – Recorder - Elections Recorder M M 4,511,000 6,000,000 (1,489,000) 39.0 No Maintains and preserves all official records relating to real property, subdivision maps, assessment districts, and records of surveys offered for recording; records of all births, deaths and marriages occurring within Contra Costa County. Produces and maintains indices of all records held by the County Clerk-Recorder. 34 HSD - Conservatorship/ Guardianship Conservatorship /Guardianship M M 4,256,012 604,012 3,652,000 24.0 No Controls the financial affairs and daily support coordination of clients who are mentally ill, frail elderly or otherwise deemed to be incapable of caring for themselves in these areas. 35 Probation - Care of Court Wards Out-of-Home Placement M M 4,100,480 2,310,000 1,790,480 0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 36 Treasurer-Tax Collector Tax Collection M M 4,066,463 2,828,300 1,238,163 19.5 No Collects property taxes and special levies for all cities, school districts, special districts and County government. 37 Animal Services Center Operations M M 4,006,478 1,984,500 2,021,978 28.0 No Provide temporary husbandry and veterinary care to animals impounded at the County's shelters. 38 EHSD - Aging and Adult Services Bureau General Assistance Eligibility M M 3,966,126 442,694 3,523,432 17.0 No Provides eligibility determination for General Assistance (GA). GA is cash assistance for indigent adults not currently eligible for state or federally funded assistance programs. Included are other services required to maintain eligibility (or full cash assistance) such as mental health, substance abuse treatment and shelter beds. 39 Justice System Development/Pla nning - Special Funds SLESF - Front Line Law Enforcement-City M M 3,598,995 3,598,995 0 0 No Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 583 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  40 County Counsel Child Protective Services- Probate M M 3,344,402 3,344,402 0 17.0 No Provides mandatory legal services for Employment and Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) 41 Probation - Care of Court Wards Medical Services in Juvenile Facilities M M 3,180,520 396,000 2,784,520 0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. 42 Sheriff - Field Operations Bureau Civil M M 2,953,115 420,000 2,533,115 15.0 No Serves protective orders when protected person has fee waiver, performs postings, evictions, levies, civil processes. Civil unit also completes the extradition function for this agency and numerous other agencies on a contract basis. 43 HSD - Hospital & Ambulatory Care Centers Emergency Medical Services M M 2,693,939 2,693,939 0 6.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 44 Sheriff - Support Services Bureau Records M M 2,509,187 211,000 2,298,187 23.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 45 EHSD - Workforce Services Bureau CalWORKs Family Stabilization M M 985,183 985,183 0 3.0 No Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. 46 Probation - Care of Court Wards California Dept. of Juv. Justice Fees M M 925,000 0 925,000 0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 47 Sheriff - Support Services Bureau Property and Evidence Services M M 734,751 94,000 640,751 4.0 No Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Office, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. 48 District Attorney - Special Funds Supplemental Law Enforcement Services Fund - DA M M 503,000 503,000 0 0 No As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. Mandatory/Discretionary Program Listing – By Service and Level 584 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  49 Sheriff - Field Operations Bureau AB 709 Automated Program M M 408,153 408,153 0 0 No Restricted funding for automation services by the Civil unit. 50 District Attorney - Special Funds AB109-District Attorney M M 360,945 360,945 0 0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). 51 Probation - Juvenile Facilities Home Supervision M M 341,440 403,574 (62,134) 1.0 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. 52 EHSD - Workforce Services Bureau Work Incentive Nutritional Supplement Program Cash Assistance M M 304,521 304,521 0 0 No Provides a $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. 53 EHSD - Contra Costa Alliance to End Abuse Contra Costa Alliance to End Abuse - Special Revenue Fund M M 290,000 290,000 0 0 No Provides oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). 54 Central Support LAFCO M M 270,000 0 270,000 0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. 55 EHSD - Workforce Services Bureau Standard Utility Assistance Subsidy Program Cash Assistance M M 141,947 141,947 0 0 No Provides an annual $20.01 utility assistance benefit to eligible CalFresh households. 56 EHSD - Workforce Services Bureau CalFresh Eligibility - Work Incentive Nutritional Supplement Eligibility M M 139,512 139,512 0 0.4 No Provides eligibility determination for eligible CalFresh and California Food Assistance Program households. 57 EHSD - Workforce Services Bureau CalWORKs SB 1569 M M 127,464 127,464 0 0.4 No Provides case management of CalWORKs recipients who are victims of trafficking or crime. 58 EHSD - Aging and Adult Services Bureau Indigent Interment M M 106,922 18,388 88,534 0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 59 Sheriff - Field Operations Bureau AB 1109 Vehicle Program M M 99,652 99,652 0 0 No Restricted funding for vehicle usage by the Civil unit. 60 EHSD - Workforce Services Bureau Refugee Programs Cash Assistance M M 89,451 89,451 0 0 No Provides funds for cash assistance payments for immigrants. 61 EHSD - Workforce Services Bureau Refugee Programs Eligibility M M 29,642 29,642 0 0.2 No Provides eligibility determination and grant maintenance for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 585   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  62 Sheriff - Special Funds Traffic Safety M M 15,000 15,000 0 0 No Provides for the cost of official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. 63 EHSD - Workforce Services Bureau Covered California Call Center (Under Contract) M M 0 0 0 0 No Formerly the only county-operated statewide Call Center which provides healthcare enrollment services under the Affordable Care Act to California residents. The program ended on December 31, 2016. 64 Library County Library Taxes M M 0 30,829,000 (30,829,000) 0 No County Library Tax Revenues. 65 EHSD - Aging and Adult Services Bureau Adult Protective Services M M/ D 20,304,645 19,091,717 1,212,928 79.7 No Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. Includes allocated clerical and administrative staff. 66 Public Safety Realignment Support Services M D 122,816,786 122,816,786 0 0 No This department includes dedicated funding streams for critical health and social service programs, including: adoptions, adult protective services, child abuse prevention, intervention & treatment, child welfare services, foster care, EPSDT activities, drug courts, various Medi-Cal services and perinatal drug services. 67 HSD - Behavioral Health Division - Mental Health Child & Adolescent Services M D 67,054,620 66,832,926 221,694 109.2 No Provides comprehensive mental health services to seriously emotionally disabled youth (up to age 21) and children (under age 18) and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. 68 HSD - Behavioral Health Division - Mental Health Adult Services M D 66,535,488 62,665,781 3,869,707 162.4 No Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. 69 Public Safety Realignment Law Enforcement Services M D 61,827,242 61,827,242 0 0 No This department includes dedicated funding streams for critical public safety activities, including: trial court security, front line law enforcement, community corrections for allocation proposed by the Community Corrections Partnership, costs of Post Mandatory/Discretionary Program Listing – By Service and Level 586 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  Release Community Supervision prosecution and defense, the Youthful Offender Block Grant and juvenile re-entry programming. 70 HSD - Behavioral Health Division - Mental Health Mental Health Services Act – Proposition 63 M D 54,751,349 54,751,349 0 165.7 No Expands mental health care programs for children, transition age youth, adults and older adults. (Proposition 63) 71 Public Works Public Works Services /Administration M D 52,606,783 51,431,783 1,175,000 278.8 No Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, finance/budget and surveyor functions. The budget for all Public Works personnel are in this program. 72 Public Works - Special Funds Rd Fund- Construction & Road Planning/ Admin/ M D 48,278,250 48,278,250 0 0 No Road construction projects for county roads. Includes administration and planning costs. 73 EHSD - Workforce Services Bureau CalWORKs Employment Services M D 31,301,665 31,301,665 0 61.1 No Provides case management of CalWORKs recipients who have a Welfare-to-Work (WtW) requirement and includes supportive services including special employment and training services/programs. Eligibility is limited to 48 months with the last 24 months being contingent on specific work-related activity engagement. 74 Sheriff - Field Operations Bureau Unincorporated Patrol M D 31,090,629 48,503,762 (17,413,133) 141.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 75 HSD - Hospital & Ambulatory Care Centers Charges from Other County Depts M D 30,743,972 0 30,743,972 0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 76 Justice System Development/Pla nning - Special Funds Local Community Corrections M D 29,599,550 29,599,550 0 0 No Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. 77 District Attorney Mainline Prosecution M D 28,292,413 16,849,355 11,443,058 139.0 No Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes. 78 Public Works - Special Funds Rd Fund Maintenance & Misc. Property M D 25,131,327 25,131,327 0 0 No Maintenance for county streets and roads. 79 HSD - Detention Facility Program Detention Facility Med Services M D 23,137,681 1,730,111 21,407,570 71.0 No Provides primary care medical services for inmates in County detention facilities. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 587   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  80 Sheriff - Contract Services Budget Court Security M D 16,716,359 16,716,359 0 86.0 No Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. 81 Sheriff - Special Funds Trial Court Security M D 16,046,724 16,046,724 0 0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 82 Probation - Probation Programs Adult Investigations & Supervision M D 11,918,268 8,225,359 3,692,909 60.0 No Over 3,500 felony investigative reports are prepared annually for the Coordinated Trial Courts. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. (PC 1191). Includes AB109, SB678 and Smart Probation funded positions. 83 Central Support Risk Management M D 10,795,185 6,295,185 4,500,000 37.0 Yes Risk Management program is responsible for the administration of workers' compensation claims, liability and medical malpractice claims, insurance and self- insurance programs, and loss prevention services. Net cost represents GF premiums paid to Insurance Trust Funds. 84 EHSD - Aging and Adult Services Bureau In-Home Supportive Services Administration M D 10,627,321 7,386,102 3,241,219 61.4 No Funds for administration to determine eligibility for recipients who are unable to care for themselves at home. 85 Sheriff - Field Operations Bureau Investigations M D 10,089,871 365,805 9,724,066 40.0 No This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. 86 Probation - Probation Programs Administration/ Personnel / Info Tech M D 9,635,418 25,000 9,610,418 18.0 Yes Services include fiscal and personnel management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and office management, and resource development. 87 Assessor Support Services M D 8,345,457 870,457 7,475,000 56.0 Yes Provides clerical support for appraisal and business divisions; exemption processing; drafting and GIS mapping; public service; and information systems support. The GIS function is a countywide system that the office provides support for. R&T Code 75.20. Mandatory/Discretionary Program Listing – By Service and Level 588 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  88 Board of Supervisors Legislation & Policy Direction M D 7,345,804 384,804 6,961,000 31.8 No Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County officials. 89 County Counsel General Law M D 7,252,970 5,252,970 2,000,000 25.0 Yes Provides legal services necessary for the continued operation of the County departments and special districts. Provides legal services to outside clients and independent special districts upon request. 90 EHSD - Workforce Development Board Workforce Innovation & Opportunity Act (WIOA) M D 7,054,346 7,054,346 0 10.0 No Provides employment services (such as job search and placement assistance, and initial assessment of skills), career counseling, access to job training, adult education and literacy, and employment services to individuals seeking to find new or better employment opportunities. 91 Assessor Appraisal M D 6,984,784 728,534 6,256,250 47.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 92 Conservation and Development Current Planning M D 6,712,746 6,712,746 0 26.0 No Facilitate the regulation of the land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. At least 5 public hearings on land use applications must be supported for 2 Regional Planning Commissions, the County Planning Commission and the Zoning Administrator. 93 Human Resources Employee Benefits Administration M D 6,635,901 6,635,901 0 21.0 Yes Formulates & implements policies for administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. 94 Probation - Probation Programs Juvenile Investigation/ Supervision/ Special Services M D 6,430,876 885,000 5,545,876 37.0 No Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. The department performs over 3,500 intake and court investigations annually. 95 Conflict Defense Conflict Defense M D 6,000,000 0 6,000,000 0 No Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a conflict of interest in representation. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 589 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  96 Sheriff - Custody Services Bureau Detention Transportation M D 5,927,013 3,500 5,923,513 24.0 No Provides inmate transportation between detention facilities and the Courts. 97 County Administrator Board Support & Gen Administration M D 5,550,348 278,189 5,272,159 15.3 Yes Coordinates and provides policy support for the Board of Supervisors; administers County budget; administers special programs; provides administrative support and oversight to departments in carrying out their missions by providing policy guidance, inform 98 District Attorney Investigation M D 5,431,442 434,275 4,997,167 22.0 No Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. 99 Sheriff - Contract Services Budget Facility Security Contracts M D 5,422,571 5,422,571 0 34.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. 100 Employee/Retiree Benefits Employee Benefits M D 4,879,126 0 4,879,126 0 Yes Funds PeopleSoft Project (Payroll). 101 District Attorney Administration M D 4,809,470 18,200 4,791,270 12.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 102 Conservation and Development Application & Permit Center Engineering Services M D 4,776,365 4,776,365 0 33.0 No Manage and help process applications and permits. 103 Sheriff - Custody Services Bureau Custody Alternative/ County Parole Program M D 4,542,219 450,000 4,092,219 23.0 No Diverts persons who would be incarcerated into programs such as Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor. 104 Animal Services Field Services M D 4,464,574 2,957,500 1,507,074 26.0 No Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. 105 Public Defender Administration M D 4,387,955 0 4,387,955 9.0 No Provides management, administrative support, and oversight of all Departmental functions. Mandatory/Discretionary Program Listing – By Service and Level 590 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  106 District Attorney Special Prosecution M D 4,274,437 3,778,947 495,490 19.0 No Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high- tech crimes, and family violence crimes 107 Public Defender Alternate Defender Office M D 4,250,490 0 4,250,490 16.0 No Provides effective assistance of counsel for qualifying adults and juvenile clients for whom the main office has declared a conflict of interest. 108 Human Resources Personnel Services M D 3,813,904 200,000 3,613,904 24.0 Yes Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and compensated. Maintains all personnel history files and records. 109 HSD - Detention Facility Program Detention Facility MH Services M D 3,783,000 65,570 3,717,430 18.6 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 110 Public Defender AB 109 M D 3,720,105 3,720,105 0 22.5 No Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. 111 Agriculture/Weigh ts and Measures Agricultural Division M D 3,669,453 3,459,278 210,175 31.6 No Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; Certified Farmer’s Market and organic program regulatory over-sight; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seed; and assists the public with pest identification and control techniques using environmentally safe integrated pest management practices. 112 Sheriff - Custody Services Bureau Custody Services Admin M D 3,498,579 32,171,416 -28,672,837 15.0 No Provides inmate classification, training, and other detention management services. 113 EHSD - Workforce Services Bureau CalWORKs Expanded Subsidized Employment M D 3,472,368 3,472,368 0 14.7 No Provides funds for wage, non- wage and operational costs for six- month job placements for Welfare- to-Work clients. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 591 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  114 Sheriff - Coroner Coroner M D 3,386,000 185,000 3,201,000 9.0 No Determine the cause of death, specifically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days per week, and remove the deceased from place of death. 115 Animal Services Administration Services M D 3,326,568 2,648,000 678,568 20.0 No Provides operational support for the department and includes human resource functions, fiscal management, data management, contract management, and general business operations. 116 Public Works - Special Funds PW Land Development M D 3,261,100 3,261,100 0 0 No Engineering services and regulation of land development. 117 Auditor- Controller Administration/ Systems M D 3,071,458 260,000 2,811,458 11.0 Yes Provides general management of financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and fiscal administration. Provides systems development and support. 118 Assessor - Special Funds Property Tax Administration Program M D 3,019,512 3,019,512 0 0 No Provides funding from the State- County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. 119 EHSD - Aging and Adult Services Bureau General Assistance Cash Assistance M D 2,781,389 0 2,781,389 0 No Provides cash assistance to adults not eligible for state or federal assistance. 120 Public Works Road Construction (Non-County Funded) M D 2,527,000 2,527,000 0 0 No Non-county road construction projects funded by other governmental agencies. 121 HSD - Detention Facility Program Juvenile Hall Medical Services M D 2,497,310 2,497,310 0 11.2 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. 122 EHSD - Children and Family Services Bureau IHSS Public Authority M D 2,343,000 2,343,000 0 0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers. The program also trains providers and recipients and serves as employer of record for providers. NCC for this special fund is provided through In Home Supportive Services. Mandatory/Discretionary Program Listing – By Service and Level 592 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  123 Sheriff - Administrative Services Bureau Sheriff's Recruiting M D 2,318,878 8,000 2,310,878 11.0 No Responsible for employment services including recruiting, background investigations, and hiring, examining the status of operations and procedures within the office as a whole, changes to the Policies and Procedure Manual, providing background information. 124 Auditor- Controller General Accounting/Acco unts Payable M D 2,283,043 3,257,239 (974,196) 17.0 Yes Manages the countywide Financial System and processes various types of fiscal information for County departments, special districts, and other non-county agencies. Maintains the general ledger. Enforces accounting policies, procedures, and processes and ensures financial reporting in accordance with County policies and state, and federal guidelines. Reconciles fixed asset activity to County inventory. 125 District Attorney AB 109 M D 2,247,004 2,247,004 0 13.5 No Public Safety Realignment Act which transfers responsibility for supervising specific low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. 126 Auditor- Controller Payroll M D 2,213,051 1,577,063 635,988 13.0 Yes Processes timely and accurate payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Processes demands, purchase orders, and contracts. 127 County Counsel Risk Mgt/ Civil Litigation Unit M D 2,199,850 2,199,850 0 10.0 Yes Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside litigation counsel. Services are reimbursed by General Liability Trust Fund. 128 County Administrator Labor Relations M D 2,169,778 1,249,572 920,206 6.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. 129 EHSD - Workforce Services Bureau CalWORKS Mental Health/Substance Abuse M D 2,160,977 2,160,977 0 0 No Provides CalWORKs case management and treatment services for mental health and substance abuse. 130 Agriculture/Weigh ts and Measures Administration M D 2,018,902 0 2,018,902 4.0 No Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 593   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  131 Public Defender Investigations M D 1,906,911 0 1,906,911 13.0 No Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. 132 Assessor Business M D 1,777,945 185,445 1,592,500 12.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 133 Human Resources Administration M D 1,725,330 2,139,234 -413,904 5.0 Yes Develops, administers and maintains merit and exempt employment systems. 134 Auditor- Controller Property Tax M D 1,692,069 1,652,619 39,450 9.0 Yes Builds the countywide tax roll and allocates and accounts for property tax apportionment and assessments. Assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Assists in administering the bond programs that greatly enhance the County's financial status. The Division is responsible for a variety of governmental fiscal reports. 135 District Attorney Victim/Witness Advocacy M D 1,680,821 1,694,806 (13,985) 16.0 No Victim liaison providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy 136 Conservation and Development Transportation Planning M D 1,617,590 1,617,590 0 5.0 No Develop an effective transportation network throughout the county by planning for roads and other types of transportation systems on countywide corridors and with local and neighborhood areas. Administer programs related to Growth Management, Congestion Management and trip reduction. Provide staff support for other County efforts requiring transportation planning resources. Staff support or participation in over 10 committees including the Board's Transportation, Infrastructure and Water Committee is required. 137 Conservation and Development Administration M D 1,571,377 1,571,377 0 2.0 No The legislative body shall by ordinance assign the functions of the planning agency to a planning department, one or more planning commissions, administrative bodies or hearing officers, the legislative body itself, or any combination thereof, as it deems appropriate and necessary. Mandatory/Discretionary Program Listing – By Service and Level 594 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  138 Conservation and Development Code Enforcement M D 1,537,131 1,537,131 0 10.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 139 Conservation and Development Conservation/ Solid Waste M D 1,466,800 1,466,800 0 6.0 No Administer the Solid Waste Management and Waste Recycling programs and provide technical services related to sanitary landfills, and other environmental issues. Participation in 2 solid waste partnerships and other solid waste, recycling programs must be supported. 140 Treasurer-Tax Collector Treasurer M D 1,429,878 276,700 1,153,178 8.6 No Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 21 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. 141 EHSD - Children and Family Services Bureau Independent Living Skills Program M D 1,366,485 1,366,485 0 9.3 No Provides individual and group support services, including practical skill building for current and former foster youth that are eligible for federal foster care funds when transitioning out of the foster care system. 142 Public Works Purchasing M D 1,262,923 581,923 681,000 7.0 Yes Purchasing services for all County departments. 143 Central Support Clerk of the Board M D 1,236,575 93,575 1,143,000 7.0 Yes Provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Commit 144 Agriculture/Weigh ts and Measures Weights and Measures M D 1,066,357 997,722 68,635 7.0 No Provide assurance of fair business practices by performing inspection of all point-of-sale systems (scanners) used in commercial transactions. Provide regulatory services to ensure commercial sales are made in compliance with State laws. Provide protection for consumers by enforcing State laws designed to prevent deceptive packaging and ensure accurate units of measure. Inspect Weighmasters for compliance with State law. Administer exams to for licensing of device service agents. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 595 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  145 Assessor Administrative Services M D 1,034,111 107,861 926,250 7.0 No Functions of Assessor are mandated. Duties of Assessor's Office, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. 146 Auditor- Controller Internal Audit M D 910,430 21,792 888,638 7.0 No Develops and executes audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. Produces the Comprehensive Annual Financial Report. 147 HSD - Public Administrator Public Administrator M D 777,665 433,665 344,000 5.0 No Investigates and administers the estates of persons who are County residents at the time of death and have no will or appropriate person willing or able to administer their estate. 148 Public Works County Drainage Maintenance M D 730,000 30,000 700,000 0 No Drainage maintenance for County owned drainage facilities. 149 Employee/Retiree Benefits Retiree Health Benefits M D 670,874 50,000 620,874 0 Yes Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. 150 EHSD - Contra Costa Alliance to End Abuse Contra Costa Alliance to End Abuse - SB 968 Administration M D 648,000 648,000 0 4.0 No Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. Supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act and codified under Welfare & Institutions Code 18290-18307. 151 Animal Services Community Services M D 542,380 250,000 292,380 3.0 No Provides public information, media relations, community education, and managing all aspect of the department's volunteer program. 152 Public Works Keller Surcharge/ Mitigation M D 413,000 120,000 293,000 0 Yes Recycling services for County departments. 153 District Attorney Public Assistance Fraud M D 361,530 328,530 33,000 1.0 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. 154 Public Defender - Special Funds AB109-Public Defender M D 360,945 360,945 0 0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Mandatory/Discretionary Program Listing – By Service and Level 596 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  155 Auditor- Controller Special Accounting M D 327,993 229,331 98,662 3.0 Yes Assist in preparing the budget documents for the county and special districts, including monitoring expenditures for budget compliance. Prepares the countywide Cost Allocation plan. Prepares the State Controller and other governmental fiscal reports. 156 Conservation and Development Advance Planning M D 219,948 219,948 0 1.0 No Develop and maintain long-range policy planning processes through the County General Plan to anticipate and respond to changes in new legal mandates and local priorities. 157 EHSD - Workforce Services Bureau CalWORKs Cal- Learn M D 214,418 214,418 0 0.6 No Provides eligibility determination and related service costs of providing intensive case management, supportive services and fiscal incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal-Learn Program. 158 Treasurer-Tax Collector Business License M D 182,284 123,625 58,659 1.4 No Chapter 64-14.202 Purpose and authority: The purpose of this chapter is to effectuate Revenue and Taxation Code Section 7284 (CH 466, Stats. 1990; Cal. Const. Art. IV, § 8(c)(2)) in order to levy a business license tax in the unincorporated area of the county. (Ord. 91-35 § 1). State law permits the levy of such tax. 159 Superior Court Programs - Special Funds Dispute Resolution M D 180,000 180,000 0 0 No Provides for local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. 160 Superior Court Programs Civil Grand Jury M D 156,000 0 156,000 0 No An investigative body that examines County accounts, and inquiries into any alleged misconduct in office or public officials. It may also inquire into all public offenses committed within the county, conduct confidential investigations, and bring indictments when deemed appropriate. 161 Conservation and Development Fish and Game Protection M D 141,670 141,670 0 0 No Provide programs from fines levied for violation of the California Fish and Game Code. Funds are restricted to the propagation and conservation of fish and game in the County. 162 Probation - Probation Programs Training M D 133,380 115,216 18,164 3.0 Yes State required and approved training for Probation staff. (PC 6035) Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 597   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  163 Board of Supervisors Merit Board M D 60,000 0 60,000 0 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. 164 Superior Court Programs Criminal Grand Jury M D 50,000 0 50,000 0 No Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 165 Conservation and Development Clean Water M D 15,000 15,000 0 0 No Inspection services for development projects requiring compliance with Clean Water regulations. 166 Justice System Development/Pla nning - Special Funds Obscene Matter- Minors M D 5,400 5,400 0 0 No Provides supplemental funding for sexual assault investigator training, high technology crime task forces, public agencies and nonprofit corporations that provide shelter, counseling, or other direct services for victims of human trafficking and for multidisciplinary teams involved in the prosecution of child abuse cases. 167 General Purpose Revenue General County Revenues M D 0 492,550,000 (492,550,000) 0 No Receives revenues which are not attributable to a specific County services and which are available for County General Fund expenditures. 168 HSD - Public Health Family, Maternal & Child Health M/D D 11,025,272 9,206,119 1,819,153 85.3 No Promotes health and welfare of families and children. 169 HSD - Public Health Communicable Disease Control M/D D 9,542,312 5,621,008 3,921,304 47.7 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 170 HSD - Public Health HIV/AIDS and STD Program M/D D 4,652,850 3,775,461 877,389 31.2 No Provides access to care, monitoring and surveillance, community education and prevention services. 171 EHSD - Aging and Adult Services Bureau Area Agency on Aging D/M D/ M 5,971,508 5,757,650 213,858 11.9 No Provides supportive social services, congregate meals, home delivered meals, in-home services and elder abuse prevention to over 19,500 seniors annually. 172 HSD - Contra Costa Health Plan - Enterprise Fund II Medi-Cal Seniors and Persons with Disabilities Members D M 200,656,726 200,656,726 0 0 No Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability who qualify for Medi-Cal. 173 HSD - Contra Costa Community Health Plan - Enterprise Fund III Commercial Groups, including Basic Health Care (Excludes IHSS) D M 57,605,749 57,605,749 0 0 No Serves County residents enrolled in CC Health Plan (CCHP) whose premiums are paid by themselves or by their employers. Includes those who qualify for Medicare coverage. Basic Health Care serves medically indigent County residents where household income is less than or equal to 300% of Mandatory/Discretionary Program Listing – By Service and Level 598 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  the federal poverty level, whose medical care is managed by CCHP. Includes Health Care for Indigent eligibles and primary care services to adults not covered by the Affordable Care Act. 174 Debt Service Retirement/ UAAL Bond Fund D M 43,600,399 43,600,399 0 0 Yes To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. 175 EHSD - Community Services Bureau Child Development Fund D M 31,900,000 31,900,000 0 106.0 No State-funded Preschool and General Childcare program serving 1,285 children in 12 centers with 48 classrooms and eight partner agencies throughout the County. Include childcare services to families who receive Child Protective Services, children at risk of abuse and neglect, children with special needs, low- income families, and current and former CalWORKs participants. 176 EHSD - Community Services Bureau Head Start D M 18,985,519 18,985,519 0 70.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving 1,351 income eligible and disabled children and families. 177 Sheriff - Field Operations Bureau Cities/Districts Contracts D M 18,387,820 18,387,400 420 72.0 No Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. 178 HSD - Contra Costa Community Health Plan - Enterprise Fund III In-Home Supportive Services and CC CARES D M 17,644,087 13,657,799 3,986,288 0 No Serves state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. 179 EHSD - Community Services Bureau Comprehensive Funding Model D M 11,640,774 11,640,774 0 67.0 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for 809 children of low- income working parents. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 599   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  180 Conservation and Development Housing Successor Agency D M 11,255,150 11,255,150 0 0 No Provide funding for all Successor Agency-related obligations and activities pursuant to the terms of the Dissolution Act. 181 EHSD - Community Services Bureau Early Head Start D M 10,871,284 10,871,284 0 31.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving 229 income eligible and disabled infants and toddlers and their families. 182 Clerk – Recorder - Elections - Special Funds Recorder Micro/ Mod/ VRIP/ Redaction/ ERDS (Dedicated funds) D M 10,864,000 10,864,000 0 11.0 No Provides support, improvement and full operation of a modernized recording system including infrastructure, technology, equipment and staff to efficiently process, organize, and maintain official documents and records in the Clerk-Recorder Division for easy location and retrieval by public and other County users. Maintains and improves vital records, redacts Social Security Numbers from public documents and sets up and maintains an electronic recording program. 183 Public Works - Special Funds Airport Enterprise Fund D M 10,420,215 10,420,215 0 17.0 No Operation and capital development of airports. 184 Public Works - Special Funds Development Funds D M 9,810,018 9,810,018 0 0 No Revenue from permits & developers for construction and Conditions of Approval. 185 Probation - Juvenile Facilities Orin Allen Youth Rehabilitation D M 7,517,853 10,780,724 (3,262,871) 38.0 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 225 juveniles are committed annually for an average stay of six months. (W&I 880) 186 Conservation and Development HUD Block Grant D M 6,694,413 6,694,413 0 0 No CDBG provides annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low- and moderate-income persons. 187 Public Works - Special Funds Southern Pacific Railway D M 5,354,498 5,354,498 0 0 No Sale of easements & license agreements used for maintenance of Iron Horse Corridor. 188 Public Works - Special Funds Navy Transportation Mitigation D M 5,302,260 5,302,260 0 0 No Proceeds from the Navy for the sale of a portion of Port Chicago Hwy. 189 HSD - Ambulance Services Areas (Measure H) Zone B D M 5,299,940 5,299,940 0 9.0 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. Mandatory/Discretionary Program Listing – By Service and Level 600 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  190 EHSD - Community Services Bureau Community Action Programs D M 4,679,140 4,520,140 159,000 23.0 No Community Action programs help low-income families achieve self- sufficiency and support activities that can achieve measurable outcomes in improving educational capability, literacy skills, housing attainment, income enhancement, and disaster preparedness. 191 Public Works - Special Funds Other Special Rev. Funds D M 3,861,287 3,861,287 0 0 No Use based on special revenue agreements. 192 Justice System Development/Pla nning - Special Funds Automated ID & Warrant D M 3,828,179 3,828,179 0 0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 193 EHSD - Children and Family Services Bureau Adoption Services D M 3,437,221 3,426,899 10,322 18.8 No Provides adoption services to children who are free for adoption under the Civil Code and Welfare & Institutions Code. It also provides services, on a fee basis, for stepparent adoptions. 194 Debt Service Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years (ending February 2024). 195 EHSD - Community Services Bureau Housing & Energy D M 2,442,685 2,442,685 0 4.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to approximately 4,610 low-income residents of the County. 196 Sheriff - Special Funds Central ID Bureau D M 2,437,000 2,437,000 0 0 No Provides for operation of the Alameda-Contra Costa fingerprint database (which is a component of the state-wide database) Automated Fingerprint Identification System (AFIS) and Livescans in place in county law enforcement agencies. 197 Conservation and Development Measure WW Grant Project D M 2,272,266 2,272,266 0 0 No Funding through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa. 198 Superior Court Programs - Special Funds Family Law Center - Debt Service D M 2,129,142 2,129,142 0 0 Yes Provides for the Superior Court's share of the annual debt service payment obligations for the Family Law Center. 199 Public Works - Special Funds Area of Benefit Fees D M 1,917,338 1,917,338 0 0 No Fees on development for future road projects. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 601   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  200 EHSD - Children and Family Services Bureau Family Preservation Program Promoting Safe and Stable Families D M 1,884,254 1,498,978 385,276 0 No Provides intensive social work services to children and families when the child is at risk of out-of- home placement. 201 EHSD - Community Services Bureau Child Nutrition D M 1,510,886 1,510,886 0 12.0 No Nutritional counseling for families and meal services for low-income and disabled children serving approximately 1,000 children and families and delivers approximately 466,925 meals. 202 Probation - Probation Programs School Probation Officers D M 1,455,335 1,455,335 0 11.0 No Case management services for juveniles referred by school districts as well as those on active probation. 203 Sheriff - Special Funds Prisoners Welfare Summary D M 1,428,000 1,428,000 0 6.0 No Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. 204 Probation - Probation Programs Domestic Violence D M 1,310,821 453,495 857,326 8.0 No Intensive supervision of felony/misdemeanor cases that may involve court-ordered participation in a 52- week batterer's program. All batterer's programs are mandated to be certified by the Probation Department. (PC 1203.097) 205 Conservation and Development Private Activity Bond D M 1,240,620 1,240,620 0 0 No Bond revenue received from single and multiple family housing programs that is used primarily to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. 206 EHSD - Children and Family Services Bureau Foster Family Recruitment, Training and Licensing D M 1,201,059 974,762 226,297 0.9 No Processes applications and provides support services to approved Resource Family Homes. 207 Justice System Development/Pla nning Vehicle Theft Program D M 1,000,000 1,000,000 0 0 No Provides local funding for programs relating to vehicle theft crimes. 208 Superior Court Programs - Special Funds Criminal Justice Facility Construction D M 950,365 950,365 0 0 Yes Special fund created for penalty assessments levied on court fines for the purpose of criminal justice facility construction, systems development and operations. 209 Probation - Probation Programs Community Probation D M 944,313 548,790 395,523 7.0 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high-risk youth. Mandatory/Discretionary Program Listing – By Service and Level 602 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  210 Probation - Probation Programs Youthful Offender Treatment Program / Girls in Motion D M 925,441 257,055 668,386 6.0 No Aftercare supervision for institution commitment treatment program for youthful offenders. 211 Sheriff - Special Funds Supplemental Law Enforcement Services Funds D M 917,000 917,000 0 0 No Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. 212 Superior Court Programs - Special Funds Courthouse Construction D M 806,550 806,550 0 0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction and maintenance. 213 Conservation and Development HUD Neighborhood Preservation D M 804,700 804,700 0 0 No Grants from HUD's Community Development Block Grant program, expended for the purpose of funding the Housing Rehabilitation and Neighborhood Preservation Program loans and program administration. 214 HSD - Emergency Medical Services SB-12 Physicians D M 776,767 776,767 0 0 No Payments to physicians for emergency services to indigents. 215 Conservation and Development HOME Investment Partnership Act D M 500,000 500,000 0 0 No Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. 216 EHSD - Workforce Development Board Small Business Development Center D M 458,543 458,543 0 1.0 No Provides training, counseling, and technical assistance to small businesses and startups to support economic development and stimulate job growth in Contra Costa County and the region. 217 Conservation and Development Affordable Housing D M 397,000 397,000 0 0 No Mortgage payments on loans made from federal affordable housing program. Funds are reimbursed to the affordable housing program and used to provide financial assistance for additional affordable housing and economic development. These projects include the North Richmond Senior Housing Project and commercial center and land acquisition in the Pleasant Hill BART Redevelopment Area. 218 Probation - Probation Programs Office of Traffic Safety DUI Program D M 374,722 328,181 46,541 2.0 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 603 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  219 HSD - Emergency Medical Services SB-12 Hospitals D M 330,178 330,178 0 0 No Payments to hospitals for emergency room care provided to indigents. 220 EHSD - Children and Family Services Bureau Child Abuse Prevention, Intervention and Treatment D M 306,830 276,147 30,683 0 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 221 Justice System Development/Pla nning - Special Funds DNA Identification D M 270,000 270,000 0 0 No Provides for the collection of DNA specimens, samples and print impressions. 222 HSD - Ambulance Services Areas (Measure H) Zone A D M 234,227 234,227 0 0 No Funds EMS first responder medical and communication equipment, supplies, and training of medical dispatchers. 223 HSD - Emergency Medical Services SB-12 Emergency Medical Services D M 224,521 224,521 0 0 No Reimbursement for County operated Emergency Medical Services program. 224 Probation - Probation Programs Vehicle Theft (Adult) D M 193,178 193,178 0 1.0 No Cooperative program among the California Highway Patrol, Sheriff, District Attorney and Probation depts. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is partially funded by the State via vehicle license fees. 225 EHSD - Aging and Adult Services Bureau Senior Community Services Employment Program D M 166,333 72,450 93,883 1.0 No Provides Seniors with low employment prospects subsidized employment with Community Service Agencies, non-profits or Government Agencies. Enrollment priority for those Most in Need: Veterans, 65 or older, the disabled, seniors with limited English proficiency or low literacy skills and those at risk of homelessness. 226 Sheriff - Special Funds Narcotic Forfeiture D M 100,000 100,000 0 0 No Within the Investigation Division, Asset Forfeiture provides the necessary support for tracking the assets of persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts, to maximize forfeited assets, and to augment traditional investigations. 227 Conservation and Development Used Oil Recycling Grant D M 93,279 93,279 0 0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. Mandatory/Discretionary Program Listing – By Service and Level 604 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  228 EHSD - Community Services Bureau Childcare Enterprise Fund D M 74,000 74,000 0 0 No Childcare enterprise provides childcare at below market rates to families who do not qualify for subsidized Head Start or Child Development programs due to higher family income. 229 HSD - Emergency Medical Services SB-12 Pediatric Trauma Centers D M 65,121 65,121 0 0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. 230 Human Resources Employee Child Care D M 46,586 46,586 0 0 No Board mandate & must follow IRS regs. Provides for the funding and development of child care programs for employees. Funded by benefit admin fee and forfeited Dependent Care Assistance Program monies. 231 Sheriff - Special Funds Controlled Substance Analysis D M 22,000 22,000 0 0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. 232 Sheriff - Field Operations Bureau Special Investigations D M 2,000 230,000 (228,000) 0 No Provides Investigation services to the District Attorney's Office. 233 Debt Service County/State West Contra Costa Healthcare District (WCCHCD) D M 0 2,500,000 (2,500,000) 0 Yes To account for the West Contra Costa Healthcare District's allocation of property tax revenue. 234 Public Works Facilities Maintenance D D 131,321,750 131,321,750 0 200.0 Yes General maintenance and repairs of County buildings & facilities. 235 EHSD - Adminstrative Services Administrative Services D D 56,970,306 56,756,306 214,000 206.0 No Provides administrative support to all areas of the Department 236 HSD - Public Health Public Health Clinical Services D D 39,329,074 32,384,377 6,944,697 242.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school-based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. 237 HSD - Hospital & Ambulatory Care Centers Administrative Services D D 27,218,547 27,218,547 0 312.8 Yes Provides centralized Department- wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 238 Public Works General County Building Occupancy D D 24,303,023 152,023 24,151,000 0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 605 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  239 HSD - Hospital & Ambulatory Care Centers Hospital Capital Project D D 23,532,993 23,532,993 0 0 No Debt services principal payments, and acquisition of new and replacement capital equipment. 240 Sheriff - Administrative Services Bureau Central Administration D D 21,413,262 1,371,480 20,041,782 34.0 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 241 Library Lib-Community Services D D 20,271,102 3,687,102 16,584,000 139.9 No Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. 242 Public Works - Special Funds Fleet Services ISF D D 17,813,524 17,813,524 0 21.0 Yes Internal Services Fund for Fleet 243 HSD - Behavioral Health Division - Mental Health Support Services D D 14,816,058 4,512,681 10,303,377 83.8 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. 244 Capital Improvements Facilities Lifecycle Improvement Summary D D 12,550,000 2,550,000 10,000,000 0 Yes Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). 245 Department of Information Technology Telecommunicati ons D D 11,039,775 10,944,775 95,000 21.0 Yes Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two- county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. 246 Contingency Reserve Contingency Reserve D D 10,000,000 0 10,000,000 0 Yes Provides funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. 247 HSD - Behavioral Health Division - Alcohol and Other Drugs Residential Treatment and Withdrawl Management Summary D D 9,424,271 8,491,191 933,080 16.0 No Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxification for adults. 248 County Administrator AB109 D D 9,167,012 8,217,012 950,000 3.8 No Administers the AB 109 State Realignment allocation from the State to provide for the reentry and reintegration of the formerly incarcerated, including administrative oversight and data evaluation. Mandatory/Discretionary Program Listing – By Service and Level 606 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  249 HSD - Public Health Public Health Support Services D D 8,682,366 1,652,105 7,030,261 40.4 Yes Provides program oversight, including management and administrative support staff. 250 Library Administration D D 7,469,704 63,648 7,406,056 23.6 No Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. 251 HSD - Behavioral Health Division - Health, Housing and Homeless Services Homeless Emergency Aid Program - HEAP D D 7,196,771 7,196,771 0 1.0 No The HEAP Program is a one-time Block grant funding that addresses the immediate emergency needs of homeless individuals. 252 Sheriff - Support Services Bureau Information Services D D 7,158,196 69,200 7,088,996 18.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 253 HSD - Behavioral Health Division - Alcohol and Other Drugs Narcotic Treatment Program D D 6,840,661 6,840,661 0 0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. 254 HSD - Behavioral Health Division - Health, Housing and Homeless Services Supportive Housing Program D D 5,851,212 5,729,252 121,960 0 No Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. 255 Conservation and Development Business and Information Services D D 5,574,311 5,574,311 0 28.0 No Manage the department’s cost recovery efforts to ensure program revenues cover operating costs and other fiscal and budget services. Provide purchasing and personnel services. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and Census data. Manage land use application and permit tracking electronic data and department computer services. Provide administrative policy and procedure guidance for the department. Respond to data requests for demographic information and public records act. 256 Public Works Print and Mail Services D D 5,555,785 5,555,785 0 22.0 Yes Copy, printing, and mail services for County departments. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 607 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  257 Department of Information Technology Systems and Programming D D 5,541,181 5,591,181 (50,000) 22.6 Yes Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. 258 Conservation and Development Service Contracts/ Satellite Locations D D 5,523,500 5,523,500 0 4.0 No Inspection services to various contract cities and remote locations within the unincorporated county. 259 Sheriff - Custody Services Bureau Marsh Creek Detention Facility D D 5,488,110 1,500 5,486,610 21.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. 260 Library Support Services D D 5,207,507 28,050 5,179,457 25.2 No Support Services includes automation, Virtual Library, circulation, technical services, and collection management. 261 Capital Improvements Plant Acquisition D D 5,000,000 0 5,000,000 0 Yes Majority of projects appropriated by mid-year adjustments. Used to plan, design and construct various repair, improvement and construction projects for County facilities using in-house staff, consultants and contractors. 262 HSD - Public Health Senior Nutrition Program D D 4,922,205 4,570,739 351,466 5.3 No Provides over 550,000 meals per year to the elderly population in the County through a congregate (Senior Center) or home delivery (Meals on Wheels) model. In addition to elderly clients, approximately 2,700 meals are delivered to homebound AIDS/HIV clients. 263 Probation - Special Funds Supplemental Law Enforcement Services Fund D D 4,880,523 4,880,523 0 0 No Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. 264 Conservation and Development HUD Home Block Grants D D 4,677,913 4,677,913 0 0 No Grants for the acquisition, rehabilitation or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Funds may also be used for the development of non-luxury housing, such as site acquisition, site improvements, demolition and relocation. 265 Sheriff - Field Operations Bureau Marine Patrol D D 4,424,525 1,210,239 3,214,286 12.0 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. Mandatory/Discretionary Program Listing – By Service and Level 608 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  266 HSD - Contra Costa Health Plan - Enterprise Fund II Charges from Other County Depts D D 4,407,106 4,407,106 0 0 No Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 267 Department of Information Technology Wide-Area- Network Services D D 4,299,194 4,299,194 0 5.0 Yes Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. 268 Sheriff - Administrative Services Bureau Resources/ Plans/ Standards D D 4,078,186 318,500 3,759,686 12.0 No Inspection and Control is instrumental in organizational development by surveying current law enforcement management theory and practice to compare department procedures and systems against those in other jurisdictions. Professional Standards is responsible for formulating policies and procedures, Internal Affairs and risk management litigation. 269 HSD - Behavioral Health Division - Alcohol and Other Drugs Special Programs (Non-DMC Waiver) D D 3,986,001 3,986,001 0 11.9 No Time-limited federal and state special initiatives and demonstration programs. 270 HSD - Behavioral Health Division - Health, Housing and Homeless Services Interim Housing and Support Services D D 3,871,774 2,685,491 1,186,283 0 No Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 271 HSD - Behavioral Health Division - Alcohol and Other Drugs Outpatient and Intensive Outpatient Program D D 3,818,486 3,255,379 563,107 4.0 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. 272 HSD - Behavioral Health Division - Alcohol and Other Drugs Program and System Support Summary D D 3,743,005 3,743,005 0 11.4 No Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. 273 Probation - Special Funds Community Corrections Performance Incentives D D 3,741,263 3,741,263 0 0 No Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. 274 Conservation and Development Transportation Improvement - Measure J D D 3,698,500 3,698,500 0 0 No Measure J monies are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 609 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  275 HSD - Public Health Community Wellness & Prevention Program D D 3,677,284 3,481,554 195,730 27.2 No Provides for prevention of chronic disease and injuries. 276 Sheriff - Support Services Bureau CAL-ID D D 3,578,686 3,578,686 0 18.5 No Operates a computerized system for the identification of fingerprints. 277 Department of Information Technology Operations D D 3,503,913 3,503,913 0 8.2 Yes Responsible for County's Central Data Center that houses the IBM mainframe, AS/400's, RS/6000's, Sun and IBM UNIX servers and customer owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages County's off-site disaster recovery resources. 278 HSD - Behavioral Health Division - Health, Housing and Homeless Services Coordinated Entry System D D 2,942,192 2,942,192 0 0 No Streamlines access to housing and other homeless services through prevention/diversion screening and triage; referral to CARE centers where clients can access shelter, food, case management, housing assessment and navigation, substance use disorders and benefit assistance; and coordinate outreach referral and engagement to facilitate shelter, health and social services. 279 HSD - Behavioral Health Division - Health, Housing and Homeless Services Administration D D 2,903,766 1,695,201 1,208,565 10.0 Yes Includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. 280 Sheriff - Office of Emergency Services Emergency Services D D 2,778,535 215,000 2,563,535 10.0 No Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. 281 Conservation and Development Federal Programs, CDBG, Successor Agency D D 2,610,670 2,610,670 0 12.0 No Responsible for administration of Community Development Block Grant and various housing programs that promote safe and affordable housing, a suitable living environment and expanded economic opportunities, principally for persons of very low- and low- income. Successor Agency oversees dissolution of the former Redevelopment Agency and staffs Oversight Board. Mandatory/Discretionary Program Listing – By Service and Level 610 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  282 Sheriff - Special Funds Law Enforcement Training Center D D 2,506,379 2,506,379 0 17.0 No Established as an enterprise fund, this Division of the Sheriff with the Contra Costa College District at Los Medanos Community College provides specialized training to law enforcement personnel. 283 EHSD - Contra Costa Alliance to End Abuse Contra Costa Alliance to End Abuse D D 2,433,000 754,000 1,679,000 0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 284 EHSD - Workforce Services Bureau CalWORKs Housing Support D D 2,415,719 2,415,719 0 0 No Provides funds for support services and administrative activities for homeless CalWORKs families. 285 Probation - Probation Programs Field Services Support D D 2,279,857 0 2,279,857 24.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 286 Justice System Development/Pla nning Law and Justice System Development D D 2,185,926 395,926 1,790,000 5.0 Yes Plans, develops, implements and maintains automated information systems for justice departments. 287 Department of Information Technology Network Services D D 2,133,192 2,133,192 0 9.0 Yes Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. 288 Library Countywide Services D D 1,907,688 248,200 1,659,488 12.0 No Directly provides library service to patrons countywide and supports community library services and operations, including telephone reference service, periodicals, and program support in adult, young adult, and youth services. 289 Conservation and Development Livable Communities D D 1,905,098 1,905,098 0 0 No Collection of Developer Fees in the Camino Tassajara Combined General Plan Area, to aid in the implementation of the Smart Growth Action Plan. 290 Conservation and Development Keller Canyon Mitigation Fee D D 1,848,000 1,848,000 0 0 No Funding for mitigation programs within East County community. 291 HSD - Behavioral Health Division - Alcohol and Other Drugs Prevention Services D D 1,560,098 1,560,098 0 4.2 No Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identification and referral for youth and adults. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 611 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  292 Capital Improvements Minor non-Capital Improvements D D 1,500,000 0 1,500,000 0 Yes Minor repairs and improvements to County facilities using in-house staff, consultants, and contractors. 293 County Administrator CCTV & Public Info D D 1,488,708 1,488,708 0 8.0 No Administers cable franchises and community access (CCTV). Supported by cable TV franchise fees. 294 Veterans Service Veterans Service D D 1,394,640 313,000 1,081,640 9.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. 295 Conservation and Development Housing Rehabilitation, Economic Development & Sustainability Program D D 1,384,186 599,186 785,000 3.0 No Financial assistance to low and moderate-income families performing housing rehabilitation. Develop organizational capacity in Sustainability Programs to include expanding economic development in the County. 296 Sheriff - Office of Emergency Services Homeland Security Grants D D 1,349,505 1,349,505 0 0 No Homeland Security grant management and centralization. 297 Sheriff - Office of Emergency Services Community Warning System D D 1,338,843 1,338,843 0 3.0 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. 298 Sheriff - Office of Emergency Services Emergency Services Support D D 1,269,706 32,500 1,237,206 3.0 No Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other significant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. 299 Central Support Management Information System D D 1,234,635 622,635 612,000 0 Yes Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. 300 HSD - Behavioral Health Division - Alcohol and Other Drugs Case Management, Recovery Support and Recovery Residences Summary D D 1,218,042 1,148,287 69755 0 No Case management and recovery support services for DMC beneficiaries 301 Conservation and Development Weatherization D D 1,170,977 1,170,977 0 12.0 No Free home weatherization services to low income residents. Mandatory/Discretionary Program Listing – By Service and Level 612 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  302 Conservation and Development Water Planning/ Habitat Conservancy D D 1,042,195 1,042,195 0 5.0 No Develop County's water policy and administration of the County Water Agency, which includes administration of the Coastal Impact Assistance Program, the Open Space Funding Measure and the East Contra Costa Habitat Conservation Plan Association. The Water Agency is a County special district whose operating budget is included with the County Special District budgets. 303 District Attorney - Special Funds Consumer Protection D D 1,025,278 1,025,278 0 0 No Receives Cy pres restitution funds from court-ordered settlements for District Attorney consumer protection projects, when individual restitution in a particular case cannot be determined or is not feasible. 304 Department of Information Technology GIS Support D D 930,281 880,281 50,000 5.1 Yes Creates and maintains maps and geographic information for Contra Costa County, and provides high- level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. 305 HSD - Detention Facility Program Juvenile Justice Facilities D D 877,114 877,114 0 0 No Provides crisis intervention, medication evaluation and consultation. 306 Conservation and Development HOPWA Grant D D 862,410 862,410 0 0 No Provide housing opportunities for people with HIV/AIDS. 307 HSD - Behavioral Health Division - Health, Housing and Homeless Services Homeless Management Information System D D 839,526 837,689 1,837 1.0 No A shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. System enables the collection and sharing of uniform client data information. 308 Department of Information Technology Administration D D 833,699 833,699 0 12.0 Yes Provides leadership, accounting and administrative services to support DoIT in achieving efficiencies and transparency in daily operations. Provides customer service in all areas of DoIT. 309 Sheriff - Support Services Bureau Automated Regional Information Exchange Systems (ARIES) D D 816,304 816,304 0 2.0 No The ARIES database has been established to collect data from several California jurisdictions to share information to support increased monitoring and enforcement of the law. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 613 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  310 Department of Information Technology Information Security D D 804,208 804,208 0 1.0 Yes Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever-changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape. 311 HSD - Behavioral Health Division - Health, Housing and Homeless Services Contra Costa Youth Continuum of Services D D 783,487 618,132 165,355 1.0 No Provides outreach, shelter, transitional, and permanent housing and services to youth ages 18-24. 312 Public Works Outside Agency Services D D 782,457 782,457 0 0 Yes Outside Agency services. This program area includes occupancy costs, print & mail services, and fleet services. 313 Conservation and Development HUD Neighborhood Stabilization D D 760,000 760,000 0 0 No Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. 314 Board of Supervisors - Special Funds North Richmond Waste & Recovery Mitigation Fund D D 755,250 755,250 0 0 No Defrays annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond and adjacent areas. 315 HSD - Behavioral Health Division - Alcohol and Other Drugs Information, Screening and Referral into SUD D D 738,116 369,058 369,058 6.5 No Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. 316 Conservation and Development HUD Emergency Shelter D D 620,050 620,050 0 0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. 317 Probation - Juvenile Facilities School Lunch Program D D 610,000 233,831 376,169 4.0 No Federally assisted meal program. Provides nutritionally balanced, low-cost or free lunches to children each school day. 318 Sheriff - Field Operations Bureau Sheriff's Helicopter Program D D 596,575 596,575 0 0 No Provides air support throughout the County and through contract with the City of Vallejo. 319 Crockett/Rodeo Revenues Crockett/ Rodeo D D 560,000 0 560,000 0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. 320 Public Works Fleet Services D D 540,000 540,000 0 0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. Mandatory/Discretionary Program Listing – By Service and Level 614 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  321 Central Support Economic Development/ Arts Commission D D 515,000 50,000 465,000 0 No To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). 322 District Attorney - Special Funds Real Estate Fraud Prosecution D D 464,280 464,280 0 0 No Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. 323 Animal Services - Special Funds Animal Benefit Fund D D 455,000 455,000 0 0 No Provides monetary support for animal health and welfare projects that are not funded by departmental or general County revenue. 324 District Attorney - Special Funds Environmental/O SHA D D 426,898 426,898 0 0 No Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. 325 Sheriff - Office of Emergency Services Special Weapons and Tactics (SWAT) Team D D 379,259 20,000 359,259 0 No The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. 326 EHSD - Workforce Services Bureau Service Integration Team / Sparkpoint D D 323,760 263,670 60,090 1.0 No Provides integrated delivery of human services provided by various county departments. 327 County Administrator Equal Employment Opportunity D D 287,635 10,000 277,635 2.0 No Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment 328 Conservation and Development Energy Upgrade CA D D 250,069 250,069 0 1.0 No This is the new BayRen grant State Energy Program Grant, with the Association of Bay Area Governments as the fiscal agent which provides residential retrofit programs to eligible local governments for cost-effective energy efficiency projects. 329 Sheriff - Support Services Bureau Technical Services Administration D D 217,974 0 217,974 0 No Provides administrative oversight for the Technical Services Division and administration of federal grants. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 615 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  330 Agriculture/Weigh ts and Measures Cooperative Extension D D 202,288 0 202,288 1.0 No Program works with County farmers to assure a sustainable safe, productive, environmentally friendly and economically viable food system; provides educational programs for youth-serving professionals in topics such as positive youth development, civic engagement, and adolescent development; administers the 4-H Youth Development Program, which focuses on science, life skill acquisition and citizenship; and provides research and education on critical nutrition issues including childhood obesity and anemia, especially for low-income families with young children. 331 Auditor- Controller - Special Funds Automated Systems Development D D 200,000 200,000 0 0 No Non General-Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. 332 EHSD - Children and Family Services Bureau County Children's Trust Fund D D 185,000 185,000 0 0 No Provides child abuse prevention services. 333 Board of Supervisors Board Mitigation Programs D D 175,000 175,000 0 0 No Provides funding for mitigation programs out of the North Richmond Waste and Recovery Fee and the Solid Waste Transfer Facility Host Community Mitigation Fee. 334 Sheriff - Special Funds County Law Enforcement Capital Projects D D 173,000 173,000 0 0 No Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially finance Sheriff's communication equipment replacement; and accumulates funds to finance major equipment replacement for the Helicopter Program. 335 HSD - Environmental Health Fixed Assets D D 160,000 160,000 0 0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 336 HSD - Emergency Medical Services SB-12 Administration D D 146,718 146,718 0 0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 337 Conservation and Development Vehicle Abatement Program D D 140,000 140,000 0 0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. Mandatory/Discretionary Program Listing – By Service and Level 616 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  338 Probation - Special Funds Probation Ward Welfare D D 136,337 136,337 0 0 No Provides for the revenues associated with the detention commissary and commission from detention pay telephones. Revenues used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. 339 Veterans Service Veterans Memorial Building Lifecycle Costs D D 118,360 0 118,360 0 No Provides funds to support the County's Facilities Lifecycle Improvement Program that addresses deferred facilities maintenance and capital renewal projects, for County owned veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. 340 EHSD - Children and Family Services Bureau Ann Adler Children and Family Trust D D 80,000 80,000 0 0 No Provides support programs for care of abused, neglected and at risk children. 341 Sheriff - Special Funds Countywide Gang and Drug Trust D D 77,000 77,000 0 0 No Provides expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. 342 Conservation and Development Multi-Year Special Projects D D 60,000 60,000 0 0 No Provide plan check and inspection services to Marsh Creek Generating Station. 343 District Attorney - Special Funds Narcotics Forfeiture D D 55,000 55,000 0 0 No State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 344 Board of Supervisors Municipal Advisory Councils D D 39,000 0 39,000 0 No Advises the Board of Supervisors on matters that relate to their respective unincorporated areas, as designated by the Board, concerning services which are or may be provided to the area by the County or other local government agencies, including but not limited to, advising on matters of public health, safety, welfare, public works, and planning. 345 District Attorney - Special Funds DA Federal Forfeiture-DOJ D D 16,800 16,800 0 0.0 No Federal law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 617 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  346 Conservation and Development Residential Rental Inspection D D 11,455 11,455 0 0.0 No Inspection services for all rental units in unincorporated portions of the County 347 Sheriff - Support Services Bureau Vehicle Anti-Theft Program D D 3,840 474,500 -470,660 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. 348 Library Casey Library Gift D D 500 500 0 0.0 No Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library. Service Key:  M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary  Level Key:  M = Mandated by law  D = Discretionary  Note: Funding Sources listed for Special Funds may include fund balance from previous years, and may be higher than the requirement in the Expenditure column. Mandatory/Discretionary Program Listing – By Service and Level 618 County of Contra Costa FY 2019-2020 Recommended Budget County Fund Definitions County of Contra Costa FY 2019-2020 Recommended Budget 619 Fund: a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Governmental Funds are generally used to account for tax supported activities; it accounts for the majority of funds; except for those categorized as proprietary or fiduciary funds. Types of Governmental funds include: General Fund is used to account for the general operations of government and any activity not accounted for in another fund. Special Revenue Funds are used to account for resources legally designated for specific purposes and separately reported. Debt Service Funds are used to account for resources dedicated to pay principal and interest on general obligation debt. Capital Project Funds are used to account for resources dedicated to acquiring or constructing major capital facilities. Permanent Funds are used to account for resources legally restricted so only earnings (and not principal) may be used to support governmental programs. Proprietary Funds are used by governmental activities that operate in a manner similar to that of private sector businesses in that they charge fees for services. Proprietary Funds rely on the full accrual basis of accounting where revenues are recognized when earned and expenditures are recorded when incurred. Types of Proprietary funds include: Enterprise and Internal Service Funds Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises (e.g. water, gas and electric utilities; airports; parking garages; or transit systems). The governmental body intends that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. Internal Service Funds are proprietary funds used to account for the financing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. County Fund Definitions 620 County of Contra Costa FY 2019-2020 Recommended Budget Fiduciary-Type Funds are funds used to account for assets held by the County in a trust of agency capacity for others. These funds include Pension (and Other Employee Benefit) Trust Funds, Investment Trust Funds, Private-Purpose Trust Funds and Agency Funds (used to account for resources held by the County in a purely custodial capacity). These resources cannot be used by the County to support its own programs and, therefore, are not reflected in the budget. Component Units are legally separate organizations for which the Board of Supervisors is financially accountable. These include: the Successor Agency to the Contra Costa County Redevelopment Agency; the Contra Costa County Public Financing Authority; the In-Home Supportive Services Public Authority; Special Districts and Service Areas; First 5 Contra Costa Children and Families Commission, and the Housing Authority of Contra Costa County. Major Funds are funds whose revenues, expenditures, assets or liabilities are at least 10 percent of the totals for all governmental or enterprise funds and at least 5 percent of the combined amount for all governmental and enterprise funds. The Major Funds for Contra Costa County include Contra Costa County Fire Protection District; the Contra Costa Health Plan Enterprise Fund; the Contra Costa Regional Medical Center and Clinics Enterprise Fund; and the County General Fund. Budgetary Fund Structure County of Contra Costa FY 2019-2020 Recommended Budget 621  Contra Costa County (all funds) County Funds Governmental Funds General Fund Special Revenue Funds Capital Project Funds Permanent Funds Debt Service Funds Proprietary Funds Enterprise Funds Internal Service Funds Special Districts (dependent) Governmental Funds Special Revenue Funds Debt Service Funds Budgetary Fund Structure 622 County of Contra Costa FY 2019-2020 Recommended Budget Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 623 COUNTY - Governmental General 100300 GENERAL To account for resources traditionally associated with governments, which are not required legally to be accounted for in another fund. The General Fund is the primary operating fund of the County. Special Revenue 105600 COUNTY LAW ENFORCEMENT CAPITAL PROJECT To account for expenditures and revenues for the replacement and enhancement of a Countywide law enforcement message switching computer and Sheriff's communications equipment replacement. Capital Project 105800 JUVENILE HALL - CAPITAL PROJECT To account for expenditures and revenues for planning the replacement of the County Juvenile Hall. Capital Project 105900 ELLINWOOD CAPITAL PROJECT To account for expenditures and revenues for the Ellinwood - EHS capital project. Special Revenue 110000 RECORDER MODERNIZATION To account for the process converting records and modernizing computerized systems in the County Recorder's Office. Special Revenue 110100 COURT / CLERK AUTOMATION To account for the cost of automating the Court's recordkeeping system. Special Revenue 110200 FISH AND GAME To account for expenditures and fines levied for violation of the California Fish and Game Code. Fund is restricted to the propagation and conservation of fish and game in the County, and education and youth activates related to fish and game. Special Revenue 110300 LAND DEVELOPMENT FUND To account for funding related to land development and to regulate subdivision and public improvement development in compliance with Subdivision Map Act and other state and local laws. Special Revenue 110400 CRIMINALISTICS LABORATORY To account for revenue generated from fines levied for various controlled substance violations to be used for laboratory analysis. Special Revenue 110500 SURVEY MONUMENT PRESERVATION To account for funding used to retrace major historical land division lines upon which later surveys are based. Special Revenue 110600 CRIMINAL JUSTICE FACILITY CONSTRUCTION To account for the expenditures and revenues for projects funded with penalty assessments levied on court fines for criminal justice facility construction, systems development and operations. Special Revenue 110700 COURTHOUSE CONSTRUCTION To account for the expenditures and revenues from penalty assessments levied on court fines for the purpose of courthouse construction. Special Revenue 110800 ROAD To account for funding for road construction and improvement projects to provide the public with a safe, cost effective, and environmentally acceptable road system. Funding from state highway taxes and other revenues. Special Revenue 110900 TRANSPORTATION IMPROVEMENT To account for the development, implementation and maintenance of a County Growth Management Program. Capital Project 111000 SANS CRAINTE DRAINAGE To fund design and construction of drainage improvements for the Sans Crainte Drainage area. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description     624 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Special Revenue 111100 PRIVATE ACTIVITY BOND To account for County Private Activity Bond fees received from single and multiple-family housing programs that are used to fund program costs and finance property acquisition related to affordable housing and economic development projects. Special Revenue 111300 AFFORDABLE HOUSING SPECIAL REVENUE To account for funding received from the federal affordable housing program used to provide financial assistance for affordable housing projects and economic development. Special Revenue 111400 NAVY TRANSPORTATION MITIGATION To account for the implementation of various transportation improvement projects near the Concord Naval Weapons Station. Special Revenue 111500 TOSCO/SOLANO TRANSPORTATION MITIGATION To account for financing from TOSCO used to implement various transportation improvement projects near Solano Avenue. Special Revenue 111600 CHILD DEVELOPMENT FUND To account for the funding from the State to provide low-income residents by providing childcare and related services. Special Revenue 111800 HUD NEIGHBORHOOD STABILIZATION PROGRAM To account for funding for the HUD Neighborhood Stabilization Program grants. Special Revenue 111900 USED OIL RECYCLING GRANT To account for the revenues and expenditures related to the "Used Oil Recycling Block Grant" awarded by the State of California Environmental Protection Agency. Special Revenue 112000 CONSERVATION AND DEVELOPMENT To account for the funding for community development and building inspection functions in the County. Special Revenue 112100 CONSERVATION & DEVELOPMENT / PUBLIC WORKS JOINT REVIEW FEE To account for developer fees used to finance joint application review services for all land development functions throughout unincorporated portions of the County between the Conservation & Development and Public Works Departments. Special Revenue 112200 DRAINAGE DEFICIENCY To account for project specific developer fees generally levied through conditions of approval where no formed drainage area exists to finance drainage improvements in the unincorporated County area-enacted pursuant to the Contra Costa County Flood Control and Water Conservation District Act. Special Revenue 112300 PUBLIC WORKS To account for developer fees to finance plan review and inspection services of all Land Development functions throughout the unincorporated portions of the County. Special Revenue 112400 DISTRICT ATTORNEY CONSUMER PROTECTION To account for funding from court ordered settlements for District Attorney consumer protection projects when individual restitution cannot be determined or is not feasible. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 625  COUNTY - Governmental Special Revenue 112500 DOMESTIC VIOLENCE VICTIM ASSISTANCE To account for the funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by the Welfare and Institutions Code §18290-18308. Fees generated through marriage licenses and court fines (Penal Code §1203.097). Special Revenue 112600 DISPUTE RESOLUTION PROGRAM To account for the costs of supporting dispute resolution services, funded by revenue generated from court filing fees. Special Revenue 112700 ZERO TOLERANCE-DOMESTIC VIOLENCE To account for the funding for oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). Special Revenue 112900 DISTRICT ATTORNEY - REVENUE NARCOTICS To account for a portion of the distributed forfeited narcotics assets that are used for enhancement of prosecution. Special Revenue 113000 DISTRICT ATTORNEY ENVIRONMENTAL- OSHA To account for the costs associated with environmental and occupational safety and health investigations, prosecutions, and employee training pursuant to Court Order. Special Revenue 113100 DISTRICT ATTORNEY FORFEITURE-FEDERAL- DEPARTMENT OF JUSTICE To comply with the non-supplantation requirement of the H&S Code §11488 delineating the use of federal forfeited narcotics assets from the Department of Justice. Special Revenue 113200 PLEASANT HILL BART GREENSPACE MAINTENANCE To account for development of a greenspace respite on the Iron Horse Corridor between Coggins to Treat Blvd, including the south portion of former Del Hombre Lane. Special Revenue 113300 REAL ESTATE FRAUD PROSECUTION To account for the costs of deterring, investigating and prosecuting real estate fraud crimes, funded by fees from recording real estate instruments. Special Revenue 113400 CCC DEPARTMENT OF CHILD SUPPORT SERVICES To account for the costs of locating absent parents, adjudicating paternity and establishing and enforcing support orders in accordance with regulations of the State Department of Child Support Services. Special Revenue 113500 EMERGENCY MEDICAL SERVICES FUND To account for the reimbursement to physicians and hospitals for a percentage of the losses they incur in providing uncompensated emergency services. Special Revenue 113600 PROP 36 - SUBSTANCE ABUSE CRIME PREVENTION ACT To account for the receipt and disbursement of State revenues under Proposition 36, the Substance Abuse and Crime Prevention Act of 2000. Special Revenue 113700 AB75 SPECIAL REVENUE FUND To account for the receipt and disbursement of Cigarette and Tobacco Product Surtax fund allocations and Emergency Medical Services Appropriations fund allocations received in odd numbered years. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description     626 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Special Revenue 113900 TRAFFIC SAFETY FUND To account for the cost of official traffic control devices, the maintenance of equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts, and in some cases, school crossing guards with a Board-governed policy services area. Special Revenue 114000 PUBLIC PROTECTION - SPECIAL REVENUE FUND To account for the funding of a Countywide warrant system for replacement and enhancement of automated fingerprint identification (CAL-ID) equipment. Special Revenue 114100 SHERIFF NARCOTIC FORFEITURE - STATE/LOCAL To account for seized money related to criminal activity, held until distribution is authorized by Court Order. Funds to be used for law enforcement efforts of prevention, enforcement and prosecution of illegal drug activity. Special Revenue 114200 SHERIFF FORFEITURE- FEDERAL- DEPARTMENT OF JUSTICE To account for the non-supplantation requirement of the H&S Code (§11488) delineating the use of federal forfeited narcotics assets from the Department of Justice within Sheriff's departments. Special Revenue 114300 SUPPLEMENTAL LAW ENFORCEMENT SERVICES To account for the provisions of Assembly Bill 3229 where the state supplements otherwise available funding for local public safety services (Citizen Option for Public Safety "COPS"). Special Revenue 114500 SHERIFF FORFEITURE- FEDERAL TREASURY To account for the non-supplantation requirement of the H&S Code (§11488) delineating the use of federal forfeited narcotics assets from the Department of the Treasury within Sheriff's departments. Special Revenue 114600 PROPOSITION 36 MENTAL HEALTHSERVICES ACT To account for monies generated from the Proposition 63 Mental Health Services Act to be used for community planning, community services and supports, capital information and technology, education and training, prevention and early intervention, and innovation. Special Revenue 114700 PRISONERS WELFARE FUND To account for commissions from inmate telephone calls and commissary purchases that are used for service contracts that benefit inmates (penal code §4025, 4026). Special Revenue 114800 COMMUNITY COLLEGE CHILD DEVELOPMENT FUND To account for monies for childcare services to children of low- and middle-income families administered by the Contra Costa Community College. Special Revenue 114900 PROBATION OFFICERS SPECIAL FUND Revolving fund used to account for General Fund monies used for postage, petty cash. Special Revenue 115000 AUTOMATED SYSTEMS DEVELOPMENT To account for the interest and administrative costs associated with the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancements for countywide financial systems. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 627  COUNTY - Governmental Special Revenue 115100 PROPERTY TAX ADMINISTRATIVE PROGRAM To account for financing from AB 719 used to fund operation improvements in the Assessor's Office. Special Revenue 115400 OBSCENE MATTERS-MINORS To account for the deposit of fines collected on violations of offenses relating to obscene matter involving minors, in which the violation is committed on or via government property or equipment (C.A. Penal Code §311.12). Special Revenue 115500 IN-HOME SUPPORTIVE SERVICES PUBLIC AUTHORITY A public authority established to account for the funding for services to both providers and recipients of in-home care delivered through the In-Home Supportive Services program. Special Revenue 115600 DNA IDENTIFICATION FUND To account for $1 of every $10 fine, penalty, forfeiture imposed and collected by the courts for criminal offenses to be used to collect DNA specimens, samples and print impressions (Government Code §76104.6). Special Revenue 115900 L/M HSG ASSET FD-LMIHAF To account for winding down of the County's former redevelopment activities in accordance with Assembly Bill 1484 and as codified in the State of California's Health and Safety Code. Special Revenue 116000 BAILEY ROAD MAINTENANCE Used for surcharge to be imposed at Keller Canyon Landfill for the maintenance of Bailey Road between Highway 4 interchange and the landfill entrance pursuant to Land Use Permit Conditions of Approval. Special Revenue 116100 HOME INVESTMENT PARTNERSHIP ACT Interest bearing account for any HOME funds paid to the County from program recipients as required by HOME program. HOME Investment Partnership ACT (HOME) funds are granted to Contra Costa County by the US Department of Housing and Urban Development (HUD). Use of HOME funds is regulated through the Code of Federal Regulations 24 CFR Part 92 (the HOME Rule). Special Revenue 116200 CASP CERT & TRAINING FUND To account for moneys used for increased certified access specialist (CASP) training and certification within that local jurisdiction and to facilitate compliance with construction-related accessibility requirements (AB1379 - Jan 2018) Special Revenue 120600 COUNTY LIBRARY To account for the funding of operations for the County library. Permanent 120700 CASEY LIBRARY GIFT To account for monies bequeathed by the Casey family to the library that is restricted to Ygancio Valley library branch expenditures. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description 628 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Special Revenue 123100 HERCULES/RODEO/CROCKETT AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Hercules/Rodeo Crockett County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 123200 WEST COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the West County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 123400 NORTH RICHMOND AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the North Richmond County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124000 MARTINEZ AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Martinez unincorporated County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124100 BRIONES AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Briones County area (Government Code 66484, Div. 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124200 CENTRAL COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Central County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124300 SOUTH WALNUT CREEK AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the South Walnut Creek County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 126000 ALAMO AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Alamo County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 127000 SOUTH COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the South County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 128000 PITTSBURG/ANTIOCH AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Pittsburg/Antioch County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 629  COUNTY - Governmental Special Revenue 128100 MARSH CREEK AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Marsh Creek County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 128200 EAST COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the East County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 129000 BETHEL ISLAND AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Bethel Island County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 132800 COUNTY CHILDRENS To account for monies supporting prevention/ intervention services to abused and neglected children/children at risk. Funding generated through birth certificate fees (AB2994). Special Revenue 133200 ANIMAL BENEFIT To account for donations limited to items that directly benefit animals. Special Revenue 133400 COUNTYWIDE GANG AND DRUG To account for seized money related to criminal activity, held until distributed as authorized by Court Order. Funds must be used for law enforcement efforts aimed at prevention, enforcement, and prosecution of illegal drug and/or gang activity. Special Revenue 133700 LIVABLE COMMUNITIES FUND To account for the collection of developer fees in the Camino Tassajara Combined General Plan Area to aid in the implementation of the Smart Growth Action Plan. Special Revenue 134000 ABANDONED VEHICLE ABATEMENT SERVICE AUTHORITY To account for $1/vehicle registration to use for abandoned vehicle abatement activities (County 20%/Cities 80%) (CVC 9250.7) (County Resolution 91/628). Special Revenue 134700 COMMUNITY DEVELOPMENT BLOCK GRANT SMALL BUSINESS & MICROENT LOAN To account for loans to small businesses within the urban county, limited to a maximum of $15,000 for businesses with five or fewer employees (revolving loan program). Special Revenue 134800 COMMUNITY DEVELOPMENT BLOCK GRANT 1ST-TIME HOMEBUYER LOAN To account for assistance provided to first- time homeowners through a revolving loan process. Special Revenue 134900 HUD BUILDING INSPECTION NEIGHBORHOOD PRESERVATION PROGRAM To account for funding from HUD's Community Development Block Grant program, expended to fund the Housing Rehabilitation and Neighborhood Preservation program rehabilitation loans and program administration. Debt Service 135000 RETIREMENT UAAL BOND FUND To accumulate and payout the principle and interest costs for Pension Obligation bonds for employee retirement liabilities. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description     630 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Debt Service 135200 RETIREMENT LITIGATION SETTLEMENT DEBT SERVICE To account for funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. Special Revenue 136000 CENTRAL IDENTIFICATION BUREAU To account for funds received from cities and other participants in the Automated Fingerprint Identification System (B.O. 12/7/93). Special Revenue 138800 SOUTHERN PACIFIC RIGHT-OF- WAY FUND (Southern Pacific Right of Way fund) To Account for the planning of possible future uses, maintenance, and administration of the former Southern Pacific Railroad right of way. (Res 91-813) Special Revenue 138900 EAST/CENTRAL TRAVEL CORRIDOR To account for developer fees used to finance improvements of bridges and major thoroughfares in the East/Central Travel Corridor area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Special Revenue 139000 ROAD DEVELOPMENT DISCOVERY BAY To account for developer fees used to finance improvements of bridges and major thoroughfares in the Discovery Bay area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Special Revenue 139200 ROAD IMPROVEMENT FEE To account for developer fees levied through conditions of approval to finance road improvements in the unincorporated County area in order to mitigate adverse traffic and infrastructure impacts. Special Revenue 139400 ROAD DEVELOPMENT RICHMOND/ EL SOBRANTE To account for developer fees used to finance improvements of bridges and major thoroughfares in the Richmond/El Sobrante area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Special Revenue 139900 ROAD DEVELOPMENT PACHECO AREA To account for developer fees used to finance improvements of bridges and major thoroughfares in the Pacheco area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). COUNTY - Proprietary Enterprise 140100 AIRPORT ENTERPRISE To account for the operation and capital development of Buchanan and Byron Airports. Enterprise 142000 SHERIFF LAW ENFORCEMENT TRAINING CENTER To account for expenditures and revenues relating to specialized training for law enforcement personnel, offered in conjunction with the Contra Costa College District at Los Medanos Community College. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 631  COUNTY - Proprietary Enterprise 142500 CHILDCARE ENTERPRISE To account for the operations of a fee-for- services program to meet the needs of families who do not qualify for Head Start or Child Development programs due to income restrictions. Enterprise 145000 HOSPITAL ENTERPRISE To account for the operations of the Contra Costa Regional Medical Center (CCRMC). Enterprise 146000 HMO ENTERPRISE To account for the County-operated prepaid health plan available to Medi-Cal and Medicare recipients, employees of participating private and governmental employers and individual members of the general public. Enterprise 146100 HMO ENTERPRISE-COMMUNITY PLAN To account for the costs of the Basic Health Care and the Health Care Initiative individuals that have their care case managed by the Community Plan. Enterprise 146200 MAJOR RISK MEDICAL INSURANCE ENTERPRISE To account for health care provided to County residents who qualify for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP) which are administered by the State's Managed Risk Medical Insurance Board. Internal Service 150100 FLEET INTERNAL SERVICE FUND To account for funding and facilitate regular scheduled replacement of County vehicles. SPECIAL DISTRICT - Governmental Various Various FIRE PROTECTION DISTRICTS To account for fire protection services in the County. Services include fire suppression responses, emergency medical services, rescue responses, hazardous condition responses, plan review, code enforcement, fire/arson investigation, weed abatement, public education, and permits issuance required by Fire Code. Primarily funded by property taxes. Various Various FLOOD CONTROL DISTRICTS To account for activities related to regional drainage facility planning, collection and analysis of rainfall data, and project. Funded by drainage fees, property tax assessments and interest earnings. Various Various STORM DRAINAGE DISTRICTS To account for accumulated monies for payment of storm drainage bonds. Financed provided by specific property tax levies. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description 632 County of Contra Costa FY 2019-2020 Recommended Budget SPECIAL DISTRICT - Governmental Various Various STORMWATER UTILITY DISTRICTS To account for activities related to: new development and construction controls; public education and industrial outreach; municipal maintenance; inspection activities; and illicit discharge control activities in order to comply with the National Pollutant Discharge Elimination System permit (Clean Water Act). Activities are funded by Stormwater Utility parcel assessments. Various Various SERVICE AREA - POLICE To account for police protection services in specific areas in the county. Revenues received from property taxes and user charges. Various Various SERVICE AREA - DRAINAGE To account for the correction of drainage problems and provision of drainage services in unincorporated Walnut Creek. Funding provided by drainage fees, permits and interest earnings. Various Various MISCELLANEOUS DISTRICTS To account primarily for development of the County's water policy and oversight ship channel navigation projects. Funding provided by property tax assessments and some interagency agreements. Additionally, there are funds to support a park and ride program in Discovery Bay which is funded by property tax assessments and interest earnings. Various Various SERVICE AREA - ROAD MAINTENANCE To account for the maintenance of Dutch Slough Road, Jersey Island Road to Bethel Island Road in Bethel Island. Funding provided by property tax assessments. Various Various SERVICE AREA - RECREATION To account for recreation facility maintenance by special districts to specific areas in the county. Revenues received from property taxes assessments, facility rental fees and interest earnings. Various Various EMERGENCY MEDICAL SERVICES To provide support for expanded first responder and paramedic service; EMS communications; Public Access Defibrillation; Hazardous Materials Program charges and administrative and levy collection costs. Funded by Measure H parcel levies collected with property taxes. Also accounts for the West Contra Costa Health Care District. Various Various SANITATION DISTRICTS To account for sewage collection, treatment, and disposal for the unincorporated areas of the County. Funded by user fees. Various Various SERVICE AREA - LIBRARY To account for library services in El Sobrante, Pinole, Moraga, Walnut Creek/Concord (Ygnacio). Funding provided by property tax assessments. Various Various SERVICE AREA - LIGHTING To account for ongoing operation, maintenance, and servicing of street lighting in the public right-of-way through the unincorporated areas of the County. Funded by property tax assessments. Fund – Department Relationship County of Contra Costa FY 2019-2020 Recommended Budget 633 Fund Department 100300 - General Fund Agriculture Animal Services Assessor Auditor-Controller Board of Supervisors Capital Improvements Central Support Services Clerk-Recorder/Elections Conflict Defense Conservation & Development Contingency Reserve County Administrator County Counsel Crocket/Rodeo Revenues Debt Service Dept. of Information Technology District Attorney Employee/Retiree Benefits Employment & Human Services General Purpose Revenues Health Services Human Resources Justice System Develop/Planning Probation Public Defender Public Works Sheriff-Coroner Superior Court Related Functions Treasurer-Tax Collector Veterans Service 105600 - County Law Enfrcmt-Cap Proj Fund Sheriff-Coroner 105700 - Justice Facility Construction Fund Capital Improvements 105800 - Juvenile Hall - Capital Project Fund Capital Improvements 105900 - Ellinwood Cap Proj Fund Capital Improvements 110000 - Recorder Modernization Fund Clerk-Recorder Elections 110100 - Court/Clerk Automation Fund Superior Court Related Functions 110200 - Fish and Game Fund Conservation & Development 110300 - Land Development Fund Public Works 110400 - Criminalistics Lab Fund Sheriff-Coroner 110500 - Survey Monument Preservation Fund Public Works 110600 - Crim Justice Facility Construct Fund Capital Improvements 110700 - Courthouse Construct Fund Capital Improvements 110800 - Road Fund Public Works 110900 - Transportation Improvement Fund Conservation & Development Fund – Department Relationship 634 County of Contra Costa FY 2019-2020 Recommended Budget  Fund Department 111000 - Drainage Area 9 Fund Public Works 111100 - Private Activity Bond Fund Conservation & Development 111200 - PH-BART Transit Planning Fund Conservation & Development 111300 - Affordable Housing Spec Rev Fund Conservation & Development 111400 - Navy Trans Mitigation Fund Public Works 111500 - Tosco/Solano Trns Mitig Fund Public Works 111600 - Child Development Fund Employment & Human Services 111800 - HUD NSP Fund Conservation & Development 111900 - Used Oil Recycling Grant Fund Conservation & Development 112000 - Conservation & Development Fund Conservation & Development 112100 - CDD/PWD Joint Review Fee Fund Public Works 112200 - Drainage Deficiency Fund Public Works 112300 - Public Works Fund Public Works 112400 - DA Consumer Protection Fund District Attorney 112500 - Domestic Violence Victim Asst Fund Employment & Human Services 112600 - Dispute Resolution Program Fund Justice System Develop/Planning 112700 - Zero Tolerance- Domestic Violence Employment & Human Services 112900 - DA Revenue Narcotics Fund District Attorney 113000 - DA Environment/OSHA Fund District Attorney 113100 - DA Forfeiture-Fed-DOJ Fund District Attorney 113200 - Walden Green Maintenance Fund Conservation & Development 113300 - R/Estate Fraud Prosecution Fund District Attorney 113400 - CCC Dept Child Support Svcs Fund Child Support Services 113500 - Emergency Med Svcs Fund Health Services 113600 - PROP 36-Sub Abuse Cp Fund Health Services 113700 - AB75 Tobacco Tax Fund Health Services 113900 - Traffic Safety Fund Sheriff-Coroner 114000 - Public Protection-Spec Rev Fund Justice System Develop/Planning 114100 - Sheriff Nar Forfeit-ST/Local Fund Sheriff-Coroner 114200 - Sheriff Forfeit-Fed-DoJ Fund Sheriff-Coroner 114300 - Sup Law Enforcement Svcs Fund District Attorney Justice System Develop/Planning Probation Sheriff-Coroner 114500 - Sheriff Forfeit-Fed Treasury Fund Sheriff-Coroner 114600 - PROP 63 MH Svcs Fund Health Services 114700 - Prisoners Welfare Fund Sheriff-Coroner 114900 - Probation Officers Special Fund Probation 115000 - Automated Sys Development Fund Auditor-Controller General County Services Fund – Department Relationship County of Contra Costa FY 2019-2020 Recommended Budget 635 Fund Department 115100 - Property Tax Admin Fund Assessor 115300 - Cnty Local Rev Fund District Attorney Employment & Human Services Health Services Justice System Develop/Planning Probation Public Defender Public Safety Realignment Sheriff-Coroner 115400 - Obscene Matter-Minors Fund Justice System Develop/Planning 115500 - IHSS Public Authority Fund Employment & Human Services 115600 - DNA Identification Fund Justice System Develop/Planning 115700 - Comm Corr Performance Inctv Fund Probation 115800 - NO Rich Wst&Rcvy Mitigation Fee Fund Board Of Supervisors 115900 - L/M HSG Asset Fd-LMI Fund Conservation & Development 116000 - Bailey Rd Mntc Surcharge Fund Public Works 116100 - Home Invstmt Prtnrshp Act Fund Conservation & Development 116200 - CASP Cert & Training Fund Conservation & Development 120600 - County Library Fund Library 120700 - Casey Library Gift Fund Library 123100 - Hercul/Rodeo Crock Area of Benefit Public Works 123200 - West County Area Of Benefit Public Works 123400 - North Richmond Area of Benefit Public Works 124000 - Martinez Area Of Benefit Public Works 124100 - Briones Area Of Benefit Public Works 124200 - Central Co Area/Benefit Public Works 124300 - So Wal Crk Area Of Benefit Public Works 126000 - Alamo Area Of Benefit Public Works 127000 - South Co Area Of Benefit Public Works 128000 - Pitts/Antioch Area/Benefit Public Works 128100 - Marsh Crk Area Of Benefit Public Works 128200 - East County Area Of Benefit Public Works 129000 - Bethel Isl Area Of Benefit Public Works 132800 - County Children’s Fund Employment & Human Services 133200 - Animal Benefit Fund Animal Services 133400 - CO-Wide Gang and Drug Fund Sheriff-Coroner 133700 - Livable Communities Fund Conservation & Development 134900 - ARRA HUD Bldg Insp NPP Fund Conservation & Development 135000 - Retirement UAAL Bond Fund General County Services 135200 - Ret Litgtn Stlmnt Dbt Svc Fund General County Services Fund – Department Relationship 636 County of Contra Costa FY 2019-2020 Recommended Budget  Fund Department 135400 - Family Law Ctr-Debt Svc Fund General County Services 136000 - Central Identify Bureau Fund Sheriff-Coroner 138800 - SPRW Fund Public Works 139000 - RD Dvlpmnt Discovery Bay Fund Public Works 139200 - Road Imprvmnt Fee Fund Public Works 139400 - Rd Devlpmnt Rich/El Sobrt Public Works 139500 - Road Development Bay Point Public Works 139900 - Rd Devlpmnt Pacheco Area Public Works 140100 - Airport Enterprise Fund Public Works 142000 - Sheriff Law Enf Training Fund Sheriff-Coroner 142500 - Childcare Enterprise Fund Employment & Human Services 145000 - Hospital Enterprise Fund Health Services 146000 - HMO Enterprise Fund Health Services 146100 - HMO Enterprise -Comm Plan Fund Health Services 146200 - Major Risk Med Insurance Fund Health Services 150100 - Fleet Internal Service Fund Public Works Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 637 AAS – Adult and Aging Services. Within the Employment and Human Services Department assists older adults and people with disabilities to maximize self- sufficiency, safety and independence. AB – Assembly Bill ACA – Affordable Care Act. The short name for the Patient Protection and Affordable Care Act, a federal overhaul of the U.S. healthcare system. ACR – Ambulatory Care Redesign Accrual – an accounting adjustment that recognizes revenues and expenses in the period earned or spent, regardless of the timing of related cash flows. ACER – Arraignment Court Early Representation Actuarial Accrued Liability (AAL) – as assessed by an actuary, relating to benefits, represents the present value of fully projected benefits attributable to service credit that has been earned (or accrued) as of the valuation date. The portion attributed to future employee service is excluded. For retirees, this is equal to the present value of benefits. For active employees, this is equal to the present value of benefits prorated by service to date over service at the expected retirement age.  Ad Valorem Tax (AV) – An ad valorem tax is a tax based on the assessed value of real estate or personal property. Ad valorem taxes can be property tax or even duty on imported items. Property ad valorem taxes are the major source of revenue for state and municipal governments. Adjusted Budget – the spending authority for a fiscal year, adjusted pursuant to State statute and/or County policy, to reflect actual expenditures and/or revenue realized to ensure the budget remains in balance. ADL – Activities for Daily Living AED – Automated External Defibrillator AFDC – Aid to Families with Dependent Children Agreed-upon Temporary Absences (ATA) – temporary absence program bargained with the majority of the County’s employee groups. The program runs from July 1, 2009 through June 30, 2011 and reduces the hours worked and compensation received by 48 hours in each of the two fiscal years. AIM – Access for Infants and Mothers AIR – Assumed Investment Rate Glossary of Acronyms & Terms 638 County of Contra Costa FY 2019-2020 Recommended Budget  ALS – Alliance Advance Life Support ANC – Absolute Neutrophil Counts Annual Required Contribution (ARC)  – an employer’s periodic required contribution, which is the sum of two parts: (1) Normal Cost, which is the cost for the benefit attributable to the current period of services, and (2) an amortization payment, which is a catch-up payment for past services costs. AOD – Alcohol and Other Drugs APC – Ambulatory Payment Classification AOT – Assisted Outpatient Treatment APL – All Plan Letter Appropriation – a legal authorization granted by the Board of Supervisors to make expenditures and to incur obligations for specific purposes. Appropriation authority is granted at the object level: Salaries & Benefits; Services & Supplies; Other Charges; Fixed Assets; Other Financing Uses; and Intrafund Transfers. APR – All Patient Refined ARC – Annual Required Contribution. The ARC is the employer's periodic required contribution to a defined benefit OPEB plan to keep the plan fully funded. ARP – Accidental Release Prevention ARRA – American Recovery and Reinvestment Act of 2009. Federal stimulus funds available to State and local governments to modernize our nation's infrastructure, enhance energy independence, expand educational opportunities, preserve and improve affordable health care, provide tax relief, and protect those in greatest need. ASAM – American Society of Addiction Medicine Authorized Positions – the number of permanent full-time or permanent part-time positions authorized by the Board of Supervisors; the maximum number of permanent positions which may be filled at any one time. AVA – Actuarial Value of Assets Balanced Budget – a budget where Total Sources, including Fund Balances, equal Total Requirements, including Reserves and Contingencies, for each appropriated fund. A balanced annual budget is required by the California Government Code. Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 639 BARB – Bay Area Regional Benchmarking project Baseline Budget – a step in the annual budget development process. The Baseline Budget identifies the projected funding gap by determining the level of resources required to provide in the budget year the same level of service provided in the prior year, adjusting for anticipated salary and benefit increases and one-time costs. Basis of Accounting – a term used to refer to when revenues, expenditures, expenses, and transfers-and the related assets and liabilities-are recognized in the accounts and reported in the financial statements. BH – Behavioral Health BHC – Basic Health Care BIH – Black Infant Health Program BOS – Board of Supervisors Budget – a plan of financial operation embodying an estimate of expenditures for a given period and the proposed means of financing them; a financial plan for a single fiscal year. CAIR – California Immunization Registry CARE – Coordinated Assessment Resource CAOAC – California Administrative Officers Association of California CAFR – Comprehensive Annual Financial Report (CAFR) is a set of government financial statements comprising the financial report of a state, municipal or other governmental entity that complies with the accounting requirements promulgated by the Governmental Accounting Standards Board (GASB). CalSTRS – California State Teachers’ Retirement System Capital Assets – long-lived tangible and intangible assets obtained or controlled as a result of past transactions, events or circumstances. Capital assets include buildings, equipment, improvements other than buildings, infrastructure, and land. Capital Expenditures – incurred for the improvement to or acquisition of land, facilities and infrastructure. Capital Project – a major one-time outlay of funds for land and/or building acquisition or construction, structural improvements or non-structural renovations to County facilities. Large-scale projects may extend over more than one fiscal year. Glossary of Acronyms & Terms 640 County of Contra Costa FY 2019-2020 Recommended Budget  Capital Project Fund – a Governmental Fund used to account for resources dedicated to acquiring or constructing major capital facilities. CBO – Community Based Organization CBSST – Cognitive Behavioral Social Skills Training CBTP – Cognitive Behavioral Therapy for Psychosis CCCDEH – Contra Costa County Department of Environmental Health CCCERA – Contra Costa County Employees' Retirement Association CCCFPD – Contra Costa County Fire Protection District CCHP – Contra Costa Health Plan CCHS – Contra Costa Health Services CCP – Community Corrections Partnership CCPI – California Consumer Price Index CCPIF – Community Corrections Performance Incentive Funds CCR – Continuum of Care Reform CCTP – Contra Costa Critical Care Paramedic CCRMC – Contra Costa Regional Medical Center CCS – California Children’s Services CCYCS – Contra Costa Youth Continuum of Services CDVA – California Department of Veterans Affairs CEIP – California Emerging Infection Program CFS – Children and Family Services Charges for Services – revenues received as a result of fees charged for certain services provided to residents or other public agencies. These revenues are generally exempt from sales tax. CHDP – Child Health and Disability Prevention Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 641 CHR – Clinical High Risk CLOC – Coordinating Levels of Care CMS – Centers for Medicare and Medicaid Services COFY – Community Options for Families and Youth Component Unit – legally separate organizations for which the elected officials of the primary government are financially accountable. Contingency Reserve (same as Reserves) – appropriations set aside to meet unforeseen economic and/or operational circumstances. Level/amount governed by General Fund Reserve Policy. COLA – Cost of Living Adjustment CORE – Coordinated Outreach Referral and Engagement CPN – Community Provider Network CPOC – Chief Probation Officer's Association of California CPSP – Comprehensive Perinatal Services Program CPT – Current Procedural Terminology Credit Rating – score determined by a credit rating agency that indicates the agency's opinion of the likelihood that a borrower such as the County will be able to repay its debt. Rating agencies include Standards & Poor's, Fitch, and Moody's. CSAC – California State Association of Counties CW&PP – Community Wellness and Prevention Program Debt Service Fund – a Governmental Fund used to account for accumulation of resources dedicated to pay principal and interest on general obligation debt. DOJ – U.S. Department of Justice DHCS – U.S. Department of Health Care Services Discretionary Services – services not required by local, State or Federal mandates; services that are mandated but without specified service levels; and services that are provided at levels higher than mandated or in excess of maintenance-of-effort (MOE) requirements. Glossary of Acronyms & Terms 642 County of Contra Costa FY 2019-2020 Recommended Budget  DMC-ODS – Drug Medi-Cal Organized Delivery System DOD – U.S. Department of Defense DOF – Department of Finance DRG – Diagnostic Related Group DSRIP – Delivery System Reform Incentive Pool DUI – Driving Under the Influence EBP – Evidence-Based Programming EHR – Electronic Health Records EHSD – Employment and Human Services Department EMR – Electronic Medical Record EMS – Emergency Medical Services Encumbrance – an obligation in the form of a purchase order, contract, or other commitment related to unperformed contracts for goods or services. Enterprise Fund – a fund established to account for operations that are financed and operated in a manner similar to private business enterprises (e.g. water, gas and electric utilities; airports; parking garages; or transit systems). The governmental body intends that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. EPE – Epidemiology, Planning and Evaluation EPIC – Electronic Health Record System EPSDT – Early and Periodic Screening Diagnosis and Treatment ERAF – Educational Revenue Augmentation Funding ERMHS – Educationally Related Mental Health Services Expenditure – decreases in net financial resources; includes current operating expenses requiring the present or future use of net current assets, debt service and capital outlays, and intergovernmental grants, entitlements and shared revenues. FICA – Federal Insurance Contributions Act tax Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 643 Fiduciary Funds – used to account for resources held by the government in a trustee or agency capacity for others and therefore cannot be used to support the government’s own programs. FIMR – Fetal Infant Mortality Review Final Budget (Adopted Budget) – adopted by the Board of Supervisors, normally after prior year closing activities are complete and the State budget has passed, as the legal spending authority for a fiscal year; and (b) a publication of financial schedules required by a variety of State statutes (commonly referred to as the County Budget Act) Fines, Forfeitures & Penalties – a Revenue class that includes vehicle code fines, other court fines, forfeitures and penalties, and penalties and costs on delinquent taxes. Fixed Assets – A major object for budgeting purposes. Previously used for tangible items of long-term character such as land, buildings, furniture, and other equipment with a unit cost in excess of $5,000. With implementation of GASB Statement No. 34, the term fixed asset became capital asset. FLIP – Facilities Life-Cycle Investment Program FMAP – Federal Matching Percentage FMCH – Family, Maternal and Child Health FPL – Federal Poverty Level FTA – Failure to Appear Reduction Program FTE – Full Time Equivalent Fund – a fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attain certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance – the difference between fund assets and fund liabilities remaining at year- end. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each fiscal year. FY – Fiscal Year, a 12-month accounting period to which the operating budget applies. In Contra Costa County, the fiscal year is July 1 through June 30. Glossary of Acronyms & Terms 644 County of Contra Costa FY 2019-2020 Recommended Budget  GAAP – Generally Accepted Accounting Principles, a common set of accounting principles, standards and procedures that companies use to compile their financial statements. GAD7 – Generalized Anxiety Disorder GASB – Governmental Accounting Standards Board General Fund – a Governmental Fund used to account for the general operations of government and any activity not accounted for in another fund. General Obligation Bond – a municipal bond backed by the credit and “taxing power” of the issuing jurisdiction rather than the revenue from a given project. General Purpose Revenues – derived from sources not specific to any program or service delivery. General Purpose Revenues may be used for any purpose that is a legal expenditure of County funds. GFOA – Government Finance Officers Association, founded in 1906, represents public finance officials throughout the United States and Canada. The GFOA’s mission is to enhance and promote the professional management of governmental financial resources by identifying, developing, and advancing fiscal strategies, policies, and practices for the public benefit. GIM – Girls in Motion Governmental Fund – are generally used to account for tax supported activities; it accounts for the majority of funds; except for those categorized as proprietary or fiduciary funds. Grant – a sum of money given by an organization, especially a government, for a particular purpose. H3 – Health, Housing and Homeless HCCI – Health Care Coverage Initiative HCIN – Health Care Interpreter Network HFA – Healthy Families America HIF/MET – Health Information Form and other health information forms HMIS – Homeless Management Information System HMO – Health Maintenance Organization Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 645 HRA – Health Risk Assessment ICMA – International City/County Management Association ICC – Intensive Care Coordination IEP – Individualized Education Plan IFT – Intra-facility Transport IHBS – In-Home Behavioral Services IHSS – In-Home Supportive Services ILSS – Independent Living Skills Survey IMD – Institute for Mental Disease Intergovernmental Revenue – a Revenue class that includes revenue from other governmental jurisdictions in the form of grants, entitlements, shared revenues or payments in lieu of taxes. Internal Service Fund – a proprietary fund used to account for the financing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. Intrafund Transfers – accounting mechanism to show expenditure transfers or reimbursements between operations within the same fund. IOT – Intensive Outpatient Treatment IPPP – Injury Prevention and Physical Activity Promotional Projects IST – Incompetent to Stand Trial JJCPA – Juvenile Justice Crime Prevention Act LAIF – Local Agency Investment Fund LAO – Legislative Analyst's Office Liability – a claim against the assets, of legal obligations of a person or organization, arising out of past or current transactions or actions, which require a mandatory transfer of assets, or provision of services, at specified dates or in determinable future. Glossary of Acronyms & Terms 646 County of Contra Costa FY 2019-2020 Recommended Budget  Licenses, Permits and Franchises – a Revenue class that includes animal licenses, business licenses, permits and franchises. LEV – Lift Every Voice LIHP – Low Income Health Plan LPPP – Lead Poisoning Prevention Program LRB – Lease Revenue Bonds LRO – Lease Revenue Obligations Major Fund – funds whose revenues, expenditures/expenses, assets, or liabilities are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds. Mandate – is a requirement from the State or federal government that the County perform a task, perform a task in a particular way, or perform a task to meet a particular standard. MAT – Medication Assisted Treatment MCAH – Maternal, Child and Adolescent Health MCE – Medical Coverage Expansion MCO – Managed Care Organization MCP – Managed Care Plan MEDS – Medication Education and Disposal Safety MERP – Misdemeanor Early Representation Program MHET – Mental Health Evaluation Team MHOAC – Medical Health Operating Area Coordinator MHSA – Mental Health Services Act MIECHV – Maternal, Infant and Early Childhood Home Visiting MIOCR – Mentally Ill Offender Crime Reduction Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 647 Mission Statement – a formal summary of the aims and values of a company, organization, or individual. MME – Morphine Milligram Equivalent Modified Accrual Basis of Accounting – (a) recognizes revenues in the accounting period in which they become available and measureable; and (b) recognizes expenditures in the accounting period in which the fund liability is incurred, if measureable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. MOE – Maintenance of Effort MRMIB – Managed Risk Medical Insurance Board MRMIP – Major Risk Medical Insurance Program MTU – Medical Therapy Unit MVA – Market Value of Assets NCC – Net County Cost. The difference between budgeted appropriations and departmental revenues for General Fund budgets and is financed by General Purpose Revenues. NCQA – National Committee for Quality Assurance NFP – Nurse-Family Partnership Normal Cost – The Normal Cost is that portion of the County provided benefit attributable to employee service in the current year. Employees are assumed to have an equal portion of the present value of benefits attributed to each year of service from date of hire to expected retirement age. NPI – National Provider Identifier NSLP – National School Lunch Program NTP – Narcotic Treatment Programs NuPACT – Nutrition & Physical Activity Promotion Program OAYRF – Orin Allen Youth Rehabilitation Facility Glossary of Acronyms & Terms 648 County of Contra Costa FY 2019-2020 Recommended Budget  Object Level (of Appropriations/Expenditures) – major classification category of proposed or actual expenditures as defined by State regulations. Object Levels include: Salaries & Benefits; Services & Supplies; Other Charges; Fixed Assets; Intrafund Transfers; and Other Financing Uses. Appropriations are legally adopted at the Object Level within the County budget. ODF – Outpatient Drug Free OLR – Office of the Local Registrar OSHPD – Office of Statewide Health Planning and Development Other Charges – an Object Level of appropriations for payment to an agency, institution or person outside the County government and includes principal and interest payments for debt service. Other Financing Sources – a category of revenues which include long-term debt proceeds, proceeds from the sale of general fixed assets and operating transfers in. Other Financing Uses – an Object Level of appropriations which reflects transfers from one Fund to another for purposes such as capital projects and debt service. Other Post-Employment Benefits (OPEB) – benefits that an employee will begin to receive upon retirement, such as health insurance; does not include pension benefits paid to the employee. OWTS – On-site Wastewater Treatment System PA – Prior Authorization PCG – Prenatal Care Guidance PCHH – Patient Centered Health Home PCP – Primary Care Provider PDAM – Prescription Drug Abuse & Misuse Performance Measures – ongoing monitoring and reporting of program accomplishments, particularly progress towards pre-established goals. Permanent Fund – a Governmental Fund used to account for resources legally restricted so only earnings (and not principal) may be used to support governmental programs. PES – Psychiatric Emergency Services Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 649 PHCS – Public Health Clinic Services PHN – Public Health Nurse PHQ9 – Patient Health Questionnaire measuring severity of depression PITCH – Planning and Integration Team for Community Health POBs – Pension Obligation Bonds PPC - Public Protection Committee PPS – Prospective Payment System PRCS – Post Release Community Supervision PRIME – Public Hospital Redesign and Incentives in Medi-Cal Proprietary Funds – used by governmental activities that operate in a manner similar to that of private sector businesses in that they charge fees for services. Proprietary Funds rely on the full accrual basis of accounting where revenues are recognized when earned and expenditures are recorded when incurred. RCL – Rate Classification Level Real Estate and Asset Management Program (RAMP) – a working policy and management guide for managing the life cycle of County real estate assets including the acquisition, leasing, design, construction, maintenance, renewal, and disposition of real property used to support County operations. Recommended Budget – a financial plan for a single fiscal year presented to the Board of Supervisors by the County Administrator, in accordance with policies established by the Board, after consultation and input from County Departments and incorporating expected expenses (requirements) and projected revenues (sources). The Recommended Budget includes not only financial data, but also detailed information and narrative regarding the County, including its current and projected financial status; the programs/services and administrative/program goals of individual Departments; and the County Administrator's budgetary recommendations for the budget year. REMS – Risk Evaluation and Mitigation Strategy Revenue – source of income to an operation from any funding source other than Fund Balance. Revenue Class – similar to Object Level for appropriations/expenditures, the descriptive classes for budgetary classification of Revenue. Major classes include: Taxes; Glossary of Acronyms & Terms 650 County of Contra Costa FY 2019-2020 Recommended Budget  Licenses, Permits and Franchises; Fines, Forfeitures and Penalties; Use of Money and Property; Intergovernmental Revenues; Charges for Services; Interfund Revenues; Miscellaneous Revenue; Other Financing Sources. RFI – Request for Information RFP – Request for Proposal S&P – Standard & Poor's Salaries & Benefits – an Object Level of appropriations for all expenditures for employee-related costs. SAMHSA – Substance Abuse and Mental Health Services Administration SAPT-BG – Substance Abuse Prevention and Treatment Block Grant SBIRT – Screening, Brief Intervention, and Referral to Treatment SB1 – Senate Bill 1, also known as the Road Repair and Accountability Act of 2017. SDI – State Disability Insurance SED – Seriously Emotionally Disturbed SELPA – Special Education Local Plan Area Services & Supplies – an Object Level of appropriations for expenditures related to the purchase of goods and services. SIDS – Sudden Infant Death Syndrome SNF – Skilled Nursing Facility SPD – Seniors and Persons with Disabilities Special District – an independent unit of local government generally organized and funded through assessments to the beneficiaries of the district to perform specific function(s) for a specific area. Examples include street lighting and fire services. Special Revenue Fund – a Governmental Fund used to account for resources legally designated for specific purposes and separately reported. SPF – Strategic Prevention Framework SPMI – Seriously and Persistently Mentally Ill Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 651 STD – Sexually Transmitted Disease STEMI – High-risk heart attack STRTP – Short-Term Residential Treatment Program SUD – Substance Use Disorders Sustainability – a simple principle: Everything that we need for our survival and well- being depends, either directly or indirectly, on our natural environment. To pursue sustainability is to create and maintain the conditions under which humans and nature can exist in productive harmony to support present and future generations. SWITRS – Statewide Integrated Traffic Records System TBS – Therapeutic Behavioral Services T-Con – Temporary Conservatorship TLICP – Medi-Cal's Targeted Low Income Children's Program Total Sources – all revenues and fund balance utilized to finance expenditure needs (requirements). TPP – Tobacco Prevention Program Unassigned Fund Balance – the residual classification for the government’s general fund, including all spendable amounts not contained in the other classifications. Unfunded Accrued Actuarial Liability (UAAL) – as relating to pension costs/benefits, the present value of benefits earned to date that are not covered by plan assets Unincorporated – a region of land that is not governed by its own local municipal corporation, but rather is administered as part of larger administrative divisions, such as a township, parish, borough, county, city, canton, state, province, or country. Use of Money and Property – a Revenue class that contains funds received from interest, rent payments or proceeds from the sale of property. Vision Statement – an aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future and is intended to serve as a guide for choosing current and future courses of action. VLF – Vehicle License Fees WCDF – West County Detention Facility Glossary of Acronyms & Terms 652 County of Contra Costa FY 2019-2020 Recommended Budget  WFS – Workforce Services VA – U.S. Department of Veterans Affairs VPD – Vaccine Preventable Disease WIC – Women, Infants, and Children YOFTP – Youthful Offender Treatment Program YOPH – Youthful Offender Parole Hearings Subject Index Page County of Contra Costa FY 2019-2020 Recommended Budget 653 Agriculture 47 All County and Districts Major Funds 480 All County Funds - Recommended Requirements Pie Chart 475 All County Funds - Recommended Sources Pie Chart 473 All County Funds - Summary 479 All County Funds - Total Requirements Summary By Fund 476 Animal Services 369 Appropriations by Department 492 Appropriations by State Function Code 493 Assessor 55 Auditor–Controller 59 Board of Supervisors 65 Board of Supervisors Advisory Bodies 40 Board of Supervisors Affiliated Organizations 39 Bonded Debt Limitation 28 Budget Message 1 Budget Process 22 Budgetary Basis for Accounting 24 Budgetary Fund Structure 621 Capital Improvement Plan 527 Capital Improvements 69 Central Support Services 71 Child Support Services 199 Clerk-Recorder-Elections 75 Conflict Defense 375 Conservation and Development 87 Contingency Reserve 111 Contra Costa County Fire Protection District 461 County Administrator 113 County Counsel 119 County Fund Definitions 619 County Organizational Chart 38 County Profile 5 Countywide Program Modification List 539 Crockett/Rodeo Revenues 123 Crockett-Carquinez Fire Protection District 471 Current Debt Position 533 Debt Service 125 Department of Information Technology 129 Discussion of Major Revenue Sources 497 District Attorney 377 Employee Benefits and Retiree Healthcare/Other Post-Employment Benefits (OPEB) 26 Subject Index Page 654 County of Contra Costa FY 2019-2020 Recommended Budget Employee Retirement Rate Information 496 Employee/Retiree Benefits 139 Employment and Human Services 205 Enterprise Funds Summary 36 Expenditures By Type 514 Fund Balance – Major Governmental Funds 524 Fund-Department Relationship 633 FY 2019-20 Key Budget Issues 25 General Fund – Historical Perspective 31 General Fund Summary of Expenditures and Revenues with Compensation Information 488 General Government: Functional Group Summary 45 General Purpose Revenue 141 General Purpose Revenue Distribution 489 Glossary of Acronyms & Terms 637 Health and Human Services: Functional Group Summary 197 Health Services 253 Historical Perspective 31 Human Resources 143 Justice Systems Development/Planning 393 Law and Justice: Functional Group Summary 367 Library 149 Long-Term Financial Planning and Policies 10 Long-Term Rebalancing 27 Major Fund: General Fund - Summaries By Functional Group 484 Major Revenue - Enterprise Fund Subsidy 501 Major Revenue - Hospital/Health Plan 499 Major Revenue - Intergovernmental 497 Major Revenue - Other 504 Major Revenue - Taxes 502 Mandatory/Discretionary List by Department 545 Mandatory/Discretionary List by Service and Level 579 Organization of the Recommended Budget Book 41 Overview 5 Pension Benefits 29 Pension Obligation Bonds 536 Performance Measurement Program 538 Position Summary – All County Funds 494 Position Summary – General Fund 495 Probation 403 Property Tax Recovery/Revenue 25 Proprietary Funds 526 Public Defender 419 Subject Index Page County of Contra Costa FY 2019-2020 Recommended Budget 655 Public Safety Realignment 427 Public Works 161 Retirement/Pension Costs 29 Revenues By Type 506 Sheriff-Coroner 429 Standing Committees of the Board of Supervisors 39 State Budget 27 State Realignment 28 Subject Index 653 Superior Court Related Functions 451 Table of Funds – Financial Fund Order 623 Treasurer–Tax Collector 193 Veterans Service 363 Notes 656 County of Contra Costa FY 2019-2020 Recommended Budget Overall EnrollmentJan 2018Feb 2018Mar 2018Apr 2018May 2018Jun 2018Jul 2018Aug 2018Sep 2018Oct 2018Nov2018Dec 2018Jan 2019Feb2019Mar 20190 1,000 2,000 3,000 4,000 Year 3 in reIJieij. Overall enrollment has increased by 949 patients (36%), exceeding expectations. Enrollment increases can be attributed to the improvements to re enrollment processes, reduction in staff turnover, and continued outreach Contra Costa CARES has grown considerably in the past year Program Enrollment Total Visits Per Month 424 380 481 397 434 394 405 444 449 544 472 278 569 537 641 641 676 650 639 695 704 847 684 617 2017 2018 January February March April May June July August September October November December 0 200 400 600 800 1,000 Visits in 2018 increased by 54% on average. Since the program's inception, more than 20,963 visits have been provided. For more information, see clinicconsortium.org or call 510-233-6230 Attachment A 1 Year 3 in reIJieij. Chronic Conditions and Program Numbers 35 70 60 92 232 971 58 81 89 137 384 1,315 2017 2018 Asthma Anemia Hyperthyroidism Hyperlipidemia Hypertension Type 2 Diabetes 0 500 1,000 1,500 Chronic diseases remain prevalent among CARES patients. Type 2 diabetes saw more than 300 additional visits in 2018. % of Participants with a Visit Leading Diagnoses Enrollment Numbers* Total Enrollees 6138 Total Visits 20963 High Utilizers (6+ Visits)1273 Enrollees with Visits 3840 Enrollees with no Visits 2298 2017 49% 2018 60% 96% N=88 Percentage Indicating CARES has Reduced Their Healthcare Costs *Includes previously enrolled clients Presented by: Community Clinic Consortium 3720 Barrett Ave, Richmond, CA 94805 www.clinicconsortium.org April 23, 2019 Attachment A 2 Salaries and Benefits, $435,843,653, 65% Services and Supplies, $210,662,286, 31% Other Charges, $13,021,063, 2%Fixed Assets, $10,511,930, 2% Hospital & Clinics -FY 2019-20 Recommended Budget Attachment B 3 Sheriff Department Bookings and Average Daily PopulationTotal bookings 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Martinez Detention Facility (MDF):22,657 24,402 25,124 23,315 23,156 24,055 24,695 26,296 26,612 23,344 22,710Custody Alternative Facility (CAF):4,500 2,802 2,596 3,179 2,779 3,180 2,344 2,880 2,854 2,766 2,584            Total: 27,157 27,204 27,720 26,494 25,935 27,235 27,039 29,176 29,466 26,110 25,2942018 2018Average Daily Population (ADP) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Rated Capacity% of CapacityMartinez Detention Facility (MDF):658 698 658 630 634 634 666 651662662 638 695 92%Marsh Creek Dedention Facility (MCDF): 68 72 79 75 72 68 74 665559 55 188 29%West County Detention Facility (WCDF): 779 797 816 776 862 796 823 660709783 677 1,096 62% Custody Alternative Facility (CAF):172726 607 499 416 366 323 386425447 494Total: 1,677 2,293 2,160 1,980 1,984 1,864 1,886 1,7631,8511,951 1,864Total in physical custody 1,505 1,567 1,553 1,481 1,568 1,498 1,563 1,3771,4261,504 1,3701,979 69%The Total includes the population participating in CAF programs such as electronic home detention and work alternative programs. The Total in Physical custody includes only those physically in a county detention facility.* Data collection did not begin until October 2008Attachment C4 Contra Costa County District Attorney's Office Filings and Trials Felony Misdemeanor Felony Misdemeanor Felony Misdemeanor 2009 3620 10938 548 191 89 2010 4053 9529 446 242 89 2011 3305 8999 464 175 100 160 89 2012 3688 7708 457 97 98 184 89 2013 3902 10366 439 75 127 254 96 2014 4130 7986 448 97 133 189 97 2015 3047 7747 402 80 105 204 102 2016 3313 7118 255 52 92 204 101.5 2017 3380 6558 318 50 100 168 102.5 2018 3638 7231 249 43 149 180 103.5 Adult Filings Juvenile Filings Year Trials Attorney Positions Attachment D 5 Contra Costa County District Attorney's Office FY2019-20 Budget by Organization/Functional Area Budget Organization Budget Budget %FTE Superior Court Division $9,451,142 20.5%41.5 Investigations $5,190,134 11.3%20 Sexual Assault $5,124,251 11.1%24 Administration $4,809,470 10.5%15.5 Concord $4,560,963 9.9%32 Richmond $2,805,506 6.1%16 Special Operations $2,266,922 4.9%10 AB 109 $2,247,004 4.9%12 Juvenile Division $2,054,324 4.5%12 Community Violence Reduction Unit $2,047,541 4.5%10 Task Force $1,156,123 2.5%3 Victim/Witness $1,151,187 2.5%10 Workers Compensation Fraud $626,598 1.4%3 Organized Auto Insurance Fraud $530,150 1.2%2 Real Estate Fraud $443,195 1.0%2.5 Auto Insurance Fraud $352,497 0.8%2 Richmond $316,976 0.7%1 Child Abduction $241,308 0.5%1 Victim Compensation $201,103 0.4%2 Undeserved Victims $168,558 0.4%1.5 Human Trafficking $159,472 0.3%0.5 Information Technology $55,075 0.1%0 Welfare Fraud $33,000 0.1%1 Witness Protection $500 0.0%0 Total $45,993,000 100.0%222.5 Attachment D 6 Robin Lipetzky, Public Defender SUBMITTED APRIL 24, 2019 to the BOARD of SUPERVISORS PUBLIC DEFENDER BUDGET ADDITIONAL INFORMATI ON Attachment E 7 85% $26.5 M 12% $3.72 M 3% $.78 M FY 2019-20 BUDGET $31 M NCC AB 109 GRANTS Attachment E 8 89% 11% MAIN OFFICE and ALTERNATE DEFENDER OFFICE BREAKDOWN -Salary/benefits Main Office Alternate Defender Office Attachment E 9 90% 10% Salaries vs. Services and Supplies Salary/Benefits Services/Supplies Attachment E 10 42% 8%7% 2% 7% 7% 15% 12% BUDGET BY DIVISIONS Felony Misdemeanor Juvenile Sup. Violations Investigation Mental Health Support Staff Specialty Assignments Attachment E 11 2651 3522 3851 4422 4042 3288 3697 3787 3625 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 2010-11 2011-12 12012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 TREND IN FELONY REFERRALS 7596 5323 4693 6856 7312 6245 6670 6687 7430 0 1000 2000 3000 4000 5000 6000 7000 8000 2010-11 2011-12 12012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 TREND IN MISDEMEANOR REFERRALS Attachment E 12 1810 1539 1145 935 772 744 646 529 475 0 200 400 600 800 1000 1200 1400 1600 1800 2000 2010-11 2011-12 12012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 TREND IN JUVENILE REFERRALS 1826 3112 3761 4875 4906 4510 4727 4872 4604 0 1000 2000 3000 4000 5000 6000 2010-11 2011-12 12012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 TREND IN SUPERVISION VIOLATIONS Attachment E 13 14967 14738 15221 19224 18096 16450 18014 17931 19789 0 5000 10000 15000 20000 25000 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 TOTAL CASES REFERRED Attachment E 14 20 99 195 38 837 1211 1288 1883 2083 -500 0 500 1000 1500 2000 2500 2010 2011 2012 2013 2014 2015 2016 2017 2018 Misdemeanor Overloads 0 200 400 600 800 1000 1200 2010 2011 2012 2013 2014 2015 2016 2017 2018 Felony Overloads Attachment E 15 Attachment F16 RECOMMENDATION(S): The Contra Costa County Board of Supervisors is acting in its capacity as the governing board of the County of Contra Costa and the Board of Directors of the Contra Costa County Fire Protection District. 1. ACKNOWLEDGE that on April 16, 2019, the Board of Supervisors directed the County Administrator to prepare for consideration by the Board of Supervisors on May 7, 2019, a position modification resolution necessary to carry out the Board's actions on the Recommended Budget; 2. ACKNOWLEDGE that on May 7, 2019, the Board of Supervisors will consider approving the FY 2019-20 Recommended Budget actions requiring the modification, addition and deletion of certain positions in affected departments; and 3. ADOPT Resolution No. 2019/47, authorizing the modification, addition and deletion of certain positions in affected departments. 4. ACKNOWLEDGE Resolution No. 2008/299 adopted May 6, 2008, authorizing the Human Resources Department to implement the Tactical Employment Team Program (TETP), whose objective is to mitigate the negative impact that anticipated layoffs will have on County employees. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier , Deputy cc: Dianne Dinsmore, Human Resources Director D. 4 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:MODIFYING, ADDING AND ABOLISHING POSITIONS AND LAYING OFF EMPLOYEES IN CERTAIN COUNTY DEPARTMENTS FISCAL IMPACT: The fiscal impact is described in the Fiscal Year 2019-20 Recommended Budget (www.co.contra-costa.ca.us/DocumentCenter/View/58189/Recommended-Budget-19-20) BACKGROUND: On April 16, 2019, the Board held Budget Hearings required prior to adopting the FY 2019-20 Recommended Budget. At the conclusion of the hearings, the Board directed the County Administrator to return with a Resolution ordering the addition and deletion of positions and classifications necessary to effectuate the FY 2019-20 Recommended Budget actions. The attached Position Adjustment Resolution (No. 2019/47) incorporates those changes directed by the Board as part of the FY 2019-20 Recommended Budget. The Resolution adds and/or eliminates positions and classifications in the following departments: Agriculture, Board of Supervisors-Merit Board, Child Support Services, County Administrator, District Attorney, Employment and Human Services, Human Resources, Probation, Public Defender, Public Works, and Contra Costa County Fire Protection District departments. Further, additional positions in various departments will continue to be held vacant (but not eliminated at this time) in order to achieve prescribed cost savings through normal and managed attrition to the greatest possible extent. Tactical Employment Team Program (TETP) - Attached for reference is a copy of Resolution No. 2008/299, adopted May 6, 2008, which authorized implementation of the Tactical Employment Team Program. The Tactical Employment Team Program (TETP) was re-implemented in 2008 and is still in operation. The objective of this program is to mitigate the negative impact that anticipated layoffs will have on the County's workforce. Agriculture Attachment A eliminates one (1) vacant Agricultural Biologist/Weights & Measures Inspector III position due to insufficient funding. Additionally, the Department is eliminating eight (8) vacant and previously unfunded positions: one (1) Clerk-Experienced Level, one (1) Deputy Agriculture Commissioner, two (2) Agricultural Biologist/Weights & Measures Inspector III, three (3) Agricultural and Standards Aides, one (1) Deputy Sealer of Weights and Measures I. Elimination of these unfunded positions will not impact operations. Board of Supervisors-Merit Board Attachment B eliminates one (1) Clerk-Experienced Level. Elimination of this long-term vacant position will have no impact on operations. Child Support Services Attachment C adds nine (9) positions: one (1) Child Support Supervisor, two (2) Child Support Specialist I, five (5) Child Support Specialist II, and one (1) Child Support Specialist III position. All positions to be funded with increased revenue from the revised State Department of Child Support Services' allocation methodology to counties. County Administrator Attachment D adds one (1) Community & Media Relations Specialist and one (1) Senior Deputy County Administrator and eliminates one (1) vacant Secretary - Advanced Level. The net increase will be funded with revenues received for CCTV services to cities and outside agencies. District Attorney District Attorney Attachment E adds a net of one (1) position: one (1) Neighborhood Courts Director and one (1) part-time Clerk-Senior Level funded by the Community Corrections Partnership will be added. One (1) vacant part-time Deputy District Attorney-Basic position will be eliminated from the Public Assistance/Fraud unit. Additionally, one (1) long-term vacant, unfunded Deputy District Attorney-Fixed Term position will be eliminated. Employment and Human Services Attachment F adds one (1) Social Service Program Assistant to be funded by public safety realignment revenue (AB 109) and serve as a systems expert on access and receipt of public benefits for the re-entry population. The action also transfers four (4) positions to better align human resources with program requirements and revenues. Additionally, sixty-seven (67) vacant positions, which were vacant and unfunded in FY 2018-19 will be eliminated. Elimination of these unfunded positions will not impact operations. Human Resources Attachment G eliminates a net of two (2) positions: the addition of one (1) Administrative Services Officer position and the elimination of one (1) Human Resources Project Manager, one (1) Personnel Services Supervisor and one (1) Clerk-Senior Level position. The Human Resources Project Manager position, recently vacated due to a retirement, will be downgraded to an Administrative Services Officer. The Personnel Services Supervisor and the Clerk-Senior Level position are both filled positions and will result in lay-offs. This action is the result of reductions in A-87 cost plan revenue and net County cost allocation for the Department in FY 2019-20. Probation Attachment H eliminates twenty-two (22) vacant positions: one (1) Clerk-Specialist, seven (7) Deputy Probation Officers, and fourteen (14) Juvenile Institution Officers. The reductions are feasible due to historically low populations at the Juvenile Hall and Orin Allen Youth Rehabilitation Facility and will have minimal impact on department operations. Additionally, one (1) Chief Deputy Probation Officer and one (1) Deputy Probation Officer, which were vacant and unfunded in FY 2018-19 will be eliminated. Elimination of these unfunded positions will not impact operations. Public Defender Attachment I adds two (2) Social Worker positions to assist with pretrial release and reentry support needs and will be funded with public safety realignment revenue (AB 109). The action also transfers one (1) Legal Assistant and one (1) Deputy Public Defender – Fixed Term to designate these positions as AB 109 funded. Additionally four (4) Deputy Public Defender positions that were vacant and unfunded in FY 2018-19 will be eliminated. Elimination of these unfunded positions will not impact operations. The Recommended Budget also included the elimination of a half-time (0.5) Deputy Public Defender and a half-time (0.5) Legal Assistant which is not included in this action and will be funded by the Public Defender's dedicated AB 109 fund. Public Works Attachment J adds a three (3) positions. To meet increased staffing needs, the Public Works division will add one (1) Administrative Analyst and one (1) Senior Land Surveyor in the Engineering Services division as well as one (1) Driver Clerk to the Print & Mail Division. The positions will be funded by a combination of developer fees and charges to customers. Contra Costa County Fire Protection District Attachment K adds seven (7) positions to the Fire District and one (1) in Emergency Medical Services Transport Fund. One (1) Fire Investigator, one (1) Fire Education Coordinator, two (2) Building Plan Checkers will be added for Fire Prevention Operations and three (3) Fire Captains will be added to Operations and offset by charges to the Emergency Medical Services Transport Fund. One (1) Medical Director-Exempt position will be added to the Emergency Medical Services Transport Administration. Two lay-offs are anticipated by these actions. Further, additional positions in various departments will continue to be held vacant (but not eliminated at this time) in order to achieve prescribed cost savings through normal and managed attrition to the greatest extent possible. CONSEQUENCE OF NEGATIVE ACTION: Potential delay in modification, addition and deletion of targeted positions, which may impact service delivery. AGENDA ATTACHMENTS Resolution 2019/47 Attachments A - K Resolution 2008/299 MINUTES ATTACHMENTS Signed Resolution 2019/47 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/47 In The Matter Of: authorizing the modification, addition and deletion of certain positions in affected departments; WHEREAS, the Board has considered the financial impact on departments of the FY 2019-20 Recommended Budget, and has considered the position and staff reduction/retention/augmentation plans submitted by departments; and WHEREAS, budget hearings were conducted by the Board of Supervisors April 16, 2019; and WHEREAS, to the extent that the subjects of this Resolution are within the scope of representation pursuant to the Meyers-Milias-Brown Act (Government Code Section 3500 et seq.), this Board has offered to meet with recognized employee organizations upon request concerning this resolution. THE CONTRA COSTA COUNTY BOARD OF SUPERVISORS, acting in its capacity as governing Board of the County of Contra Costa and the Board of Directors of the Contra Costa County Fire Protection District, RESOLVES THAT: 1. In order to keep expenditures within available funding, it is necessary to make position adjustments, including to modify, add or abolish the classifications and positions set forth in the lists attached hereto (Attachments A, B, C, D, E, F, G, H, I, J, and K). Said lists are incorporated herein by reference, and said positions are hereby modified, added or abolished as indicated and effective on the dates indicated. 2. Recognized employee organizations may submit to the Employee Relations Officer written requests to meet and confer on specific proposals with respect to this Resolution. This authorization and direction is given without prejudice to the Board’s right to reduce or terminate the operations and services of the County and of districts governed by this Board and to eliminate classes of employees or positions, as these decisions involve the merits, necessity, or organization of services or activities of the County and districts governed by the Board and are not subjects within the scope of representation. 3. This action is taken without prejudice to pending consulting, meeting, and meeting and conferring with recognized employee organizations. Contact: 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: May 7, 2019 , County Administrator and Clerk of the Board of Supervisors By: Jami Napier , Deputy cc: Dianne Dinsmore, Human Resources Director Attachment A DEPARTMENT: Agriculture (0335) EFFECTIVE: July 1, 2019 DELETE POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled 927 Agricultural Biologist/Weights & Measures Inspector III BANA 3315 40/40 0 Vacant EFFECTIVE: July 1, 2019 DELETE UNFUNDED POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded 907 Clerk-Experienced Level JWXB 3300 40/40 0 Unfunded 5863 Deputy Agriculture Commissioner BAHA 3305 40/40 0 Unfunded 5879 Agricultural Biologist/Weights & Measures Inspector III BANA 3305 40/40 0 Unfunded 16296 Agricultural and Standards Aide B9WB 3315 40/40 0 Unfunded 16297 Agricultural and Standards Aide B9WB 3315 40/40 0 Unfunded 16298 Agricultural and Standards Aide B9WB 3315 40/40 0 Unfunded 5871 Deputy Sealer of Weights and Measures In BWHA 3315 40/40 0 Unfunded 5876 Agricultural Biologist/Weights & Measures Inspector III BANA 3315 40/40 0 Unfunded CONTRA COSTA COUNTY POSITIONS TO BE DELETED 1 Attachment B DEPARTMENT: Merit Board (0036) EFFECTIVE: July 1, 2019 DELETE POSITION Position #Classification Class Code Org # From FT/PT To FT/PT Vacant/ Filled 132 Clerk-Experienced Level JWXB 0036 20/40 0 Vacant CONTRA COSTA COUNTY POSITIONS TO BE DELETED 2 Attachment C DEPARTMENT: Child Support Services (0249) EFFECTIVE: July 1, 2019 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Child Support Supervisor SMNA 1780 0 40/40 NEW NEW Child Support Specialist I SMWF 1780 0 40/40 NEW NEW Child Support Specialist I SMWF 1780 0 40/40 NEW NEW Child Support Specialist II SMVB 1780 0 40/40 NEW NEW Child Support Specialist II SMVB 1780 0 40/40 NEW NEW Child Support Specialist II SMVB 1780 0 40/40 NEW NEW Child Support Specialist II SMVB 1780 0 40/40 NEW NEW Child Support Specialist II SMVB 1780 0 40/40 NEW NEW Child Support Specialist III SMTA 1780 0 40/40 NEW CONTRA COSTA COUNTY POSITIONS TO BE ADDED 3 Attachment D DEPARTMENT: County Administrator (0003) EFFECTIVE: July 1, 2019 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Community & Media Relations Specialist APTC 1225 0 40/40 NEW NEW Sr Deputy County Administrator ADDH 1200 0 40/40 NEW EFFECTIVE: Close of Business on June 30, 2019 DELETE POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled 16074 Secretary - Advanced Level J3TG 1200 40/40 0 Vacant CONTRA COSTA COUNTY POSITIONS TO BE ADDED AND DELETED 4 Attachment E DEPARTMENT: District Attorney (0242, 0245) EFFECTIVE: July 1, 2019 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Neighborhood Courts Director NEW 2839 0 40/40 NEW NEW Clerk-Senior Level JWXC 2839 0 20/40 NEW EFFECTIVE: Close of Business on June 30, 2019 DELETE POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled 3777 Deputy District Attorney-Basic 2KTF 2895 20/40 0 Vacant EFFECTIVE: Close of Business on June 30, 2019 DELETE UNFUNDED POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded 3815 Deputy District Attorney-FT 2KWD 2830 40/40 0 Unfunded CONTRA COSTA COUNTY POSITIONS TO BE ADDED AND DELETED 5 Attachment F Page 1 of 2 DEPARTMENT: Employment and Human Services (0501, 0502, 0503, 0504, 0588, 0589) EFFECTIVE: July 1, 2019 ADD POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Social Service Program Assistant X0SA 5497 0 40/40 NEW EFFECTIVE: July 1, 2019 TRANSFER POSITIONS Position #Class Class Code From Org #To Org # Vacant/ Filled 4189 Clerk-Specialist Level JWXD 5330 5450 40/40 Filled 12068 Departmental Personnel Officer - Exempt APG1 5450 5101 40/40 Filled 13402 Clerk-Experienced Level JWXB 5450 5330 40/40 Filled 16801 Social Service Fiscal Compliance Accountant XASH 5309 5101 40/40 Vacant EFFECTIVE: July 1, 2019 DELETE UNFUNDED POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded 1052 Associate Teacher-Project CJW1 1825 40/40 0 Unfunded 6869 Infant Toddler Associate Teacher-Project CJW2 1825 40/40 0 Unfunded 13330 Associate Teacher-Project CJW1 1805 40/40 0 Unfunded 17250 Teacher-Project CJN1 1417 40/40 0 Unfunded 17252 Teacher-Project CJN1 1438 40/40 0 Unfunded 4209 Eligibility Work Supervisor I XHHA 5452 40/40 0 Unfunded 4404 Eligibility Work Supervisor I XHHA 5452 40/40 0 Unfunded 4571 Eligibility Worker III XHTB 5452 40/40 0 Unfunded 4631 Social Work Supervisor I X0HB 5452 40/40 0 Unfunded 4734 Eligibility Worker III XHTB 5452 40/40 0 Unfunded 5073 Social Worker X0VC 5452 16/40 0 Unfunded 5081 Social Work Supervisor I X0HB 5452 40/40 0 Unfunded 5094 Social Worker III X0VB 5216 40/40 0 Unfunded 5122 Social Service Program Assistant X0SA 5452 40/40 0 Unfunded 5169 Social Service Program Assistant X0SA 5452 40/40 0 Unfunded 5232 Social Service Program Assistant X0SA 5452 40/40 0 Unfunded 10054 Social Work Supervisor I X0HB 5452 40/40 0 Unfunded 10442 Teacher-Project 98V1 1482 40/40 0 Unfunded 10483 Social Worker III X0VB 5216 40/40 0 Unfunded 10629 Medical Program Assistant XHSB 5455 40/40 0 Unfunded 10659 Medical Program Assistant XHSB 5452 40/40 0 Unfunded 10661 Medical Program Assistant XHSB 5452 40/40 0 Unfunded 10662 Medical Program Assistant XHSB 5450 40/40 0 Unfunded 10669 Medical Program Assistant XHSB 5452 40/40 0 Unfunded 10670 Medical Program Assistant XHSB 5455 40/40 0 Unfunded 10679 Medical Program Assistant XHSB 5455 40/40 0 Unfunded 10685 Medical Program Assistant XHSB 5452 40/40 0 Unfunded 10930 Medical Program Assistant XHSB 5452 40/40 0 Unfunded 10934 Medical Program Assistant XHSB 5455 40/40 0 Unfunded CONTRA COSTA COUNTY POSITIONS TO BE ADDED, MODIFIED AND DELETED 6 Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded 10970 Clerk-Senior Level JWXC 5220 40/40 0 Unfunded 11503 Clerk-Experienced Level JWXB 5220 40/40 0 Unfunded 11687 One Stop Career Center Case Manager X7WC 5452 40/40 0 Unfunded 12509 Social Service Program Assistant X0SA 5101 40/40 0 Unfunded 12709 Social Service Program Assistant X0SA 5452 40/40 0 Unfunded 13336 Associate Teacher-Project CJW1 1474 40/40 0 Unfunded 13468 Automated Call Distribution Coordinator II LBNA 5123 40/40 0 Unfunded 14416 Eligibility Worker I XHWA 5452 40/40 0 Unfunded 14417 Eligibility Worker I XHWA 5452 40/40 0 Unfunded 14418 Eligibility Worker III XHVA 5455 40/40 0 Unfunded 14420 Eligibility Worker I XHWA 5452 40/40 0 Unfunded 14422 Eligibility Worker II XHVA 5455 40/40 0 Unfunded 14423 Eligibility Worker I XHWA 5452 40/40 0 Unfunded 14424 Eligibility Worker II XHVA 5455 40/40 0 Unfunded 14425 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14427 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14428 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14429 Eligibility Worker I XHWA 5452 40/40 0 Unfunded 14430 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14431 Eligibility Worker I XHWA 5450 40/40 0 Unfunded 14434 Eligibility Worker II XHVA 5450 40/40 0 Unfunded 14436 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14437 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14438 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14806 Master Teacher-Project CJT1 1458 40/40 0 Unfunded 14813 Eligibility Worker II XHVA 5452 40/40 0 Unfunded 14814 Eligibility Worker I XHWA 5452 40/40 0 Unfunded 14986 Departmental Human Resources Analyst II ARTA 5101 40/40 0 Unfunded 15382 Social Service Program Assistant X0SA 5455 40/40 0 Unfunded 15824 Associate Teacher-Project CJW1 1474 40/40 0 Unfunded 15939 Social Service Program Assistant X0SA 5452 40/40 0 Unfunded 16138 Teacher-Project CJN1 1488 40/40 0 Unfunded 16642 Early Childhood Educator-Project 9MW4 1417 40/40 0 Unfunded 16647 Teacher-Project CJN1 1445 40/40 0 Unfunded 16868 Eligibility Worker I XHWA 5455 40/40 0 Unfunded 17374 Infant Toddler Associate Teacher-Project CJW2 1462 40/40 0 Unfunded 17375 Infant Toddler Associate Teacher-Project CJW2 1462 40/40 0 Unfunded 17376 Infant Toddler Associate Teacher-Project CJW2 1462 40/40 0 Unfunded 7 Attachment G DEPARTMENT: Human Resources (0035) EFFECTIVE: July 1, 2019 ADD POSITION Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Administrative Services Officer APTC 1300 0 40/40 NEW EFFECTIVE: Close of Business on June 30, 2019 DELETE POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled 94 Human Resources Project Manager AGDF 1300 40/40 0 Vacant 15832 Personnel Services Supervisor AGDE 1351 40/40 0 Filled 13672 Clerk-Senior Level JWXC 1351 40/40 0 Filled CONTRA COSTA COUNTY POSITION TO BE ADDED AND DELETED 8 Attachment H DEPARTMENT: Probation (0308, 0309) EFFECTIVE: Close of Business on June 30, 2019 DELETE POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled 16358 Clerk-Specialist Level JWXD 3050 40/40 0 Vacant 590 Deputy Probation Officer II 7AVA 3070 40/40 0 Vacant 622 Deputy Probation Officer II 7AVA 3075 40/40 0 Vacant 633 Deputy Probation Officer II 7AVA 3075 40/40 0 Vacant 642 Deputy Probation Officer II 7AVA 3075 40/40 0 Vacant 816 Deputy Probation Officer III 7ATA 3160 40/40 0 Vacant 14869 Deputy Probation Officer III 7ATA 3037 40/40 0 Vacant 14870 Deputy Probation Officer III 7ATA 3037 40/40 0 Vacant 17096 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17097 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17098 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17099 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17100 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17101 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17102 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17103 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17104 Juvenile Institution Officer I 7KWB 3120 40/40 0 Vacant 17105 Juvenile Institution Officer I 7KWB 3160 40/40 0 Vacant 17106 Juvenile Institution Officer I 7KWB 3160 40/40 0 Vacant 17107 Juvenile Institution Officer I 7KWB 3160 40/40 0 Vacant 17108 Juvenile Institution Officer I 7KWB 3160 40/40 0 Vacant 17109 Juvenile Institution Officer I 7KWB 3160 40/40 0 Vacant EFFECTIVE: Close of Business on June 30, 2019 DELETE UNFUNDED POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded 6584 Chief Deputy Probation Officer 7ADC 3000 40/40 0 Unfunded 15559 Deputy Probation Officer III 7ATA 3043 40/40 0 Unfunded CONTRA COSTA COUNTY POSITIONS TO BE DELETED 9 Attachment I DEPARTMENT: Public Defender (0243) EFFECTIVE: July 1, 2019 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Social Worker II X0WB 2918 0 40/40 NEW NEW Social Worker II X0WB 2918 0 40/40 NEW EFFECTIVE: Close of Business on June 30, 2019 TRANSFER POSITIONS Position #Class Class Code From Org #To Org # Vacant/ Filled 17694 Deputy Public Defender - Fixed Term 25WB 2909 2918 Filled 15793 Legal Assistant 2Y7B 2909 2918 Filled EFFECTIVE: Close of Business on June 30, 2019 DELETE UNFUNDED POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant & Unfunded 15477 Deputy Public Defender III 25TB 2909 40/40 0 Unfunded 16025 Deputy Public Defender III 25TB 2909 20/40 0 Unfunded 3917 Deputy Public Defender III 25TB 2909 40/40 0 Unfunded 13523 Deputy Public Defender III 25TB 2918 20/40 0 Unfunded CONTRA COSTA COUNTY POSITIONS TO BE ADDED, TRANSFERED AND DELETED 10 Attachment J DEPARTMENT: Public Works (0650, 0148) EFFECTIVE: July 1, 2019 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Administrative Analyst APWA 4522 0 40/40 NEW NEW Senior Land Surveyor NSGA 4527 0 40/40 NEW NEW Driver Clerk 9QWA 4234 0 40/40 NEW CONTRA COSTA COUNTY POSITIONS TO BE ADDED 11 Attachment K DEPARTMENT: Contra Costa County Fire Protection District (7300) & EMS Transport Fund (7040) EFFECTIVE: July 1, 2019 ADD POSITIONS Position #Class Class Code Org # From FT/PT To FT/PT Vacant/ Filled NEW Fire Investigator RJWG 7300 0 40/40 NEW NEW Fire Education Coordinator RJHD 7300 0 40/40 NEW NEW Building Plan Checker I FRWA 7300 0 40/40 NEW NEW Building Plan Checker I FRWA 7300 0 40/40 NEW NEW Fire Captain - 56 Hour RPTA 7300 0 40/40 NEW NEW Fire Captain - 56 Hour RPTA 7300 0 40/40 NEW NEW Fire Captain - 56 Hour RPTA 7300 0 40/40 NEW NEW Medical Director-Exempt VCA2 7040 0 40/40 NEW CONTRA COSTA COUNTY POSITIONS TO BE ADDED 12 RECOMMENDATION(S): 1. OPEN the public hearing on an appeal of a Planning Commission decision to approve a Wireless Access permit for a Verizon Wireless cell site on a utility pole located in the Smith Road right of way, near 279 Smith Road, in the Alamo area (Permit No. WA17-0016), RECEIVE testimony, and CLOSE the public hearing. 2. DETERMINE that the approval of Permit No. WA17-0016 is exempt from the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15303. 3. DIRECT the Department of Conservation and Development to file a CEQA Notice of Exemption with the County Clerk. 4. APPROVE a wireless facilities access permit for a Verizon Wireless cell site on a utility pole in the Smith Road right of way, near 279 Smith Road, in the Alamo area (Permit No. WA17-0016) 5. APPROVE the findings in support of Permit No. WA17-0016. 6. APPROVE the conditions of approval for Permit No. WA17-0016. 7. DENY the appeal of Lowell Tunison. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Adrian Veliz (925) 674-7798 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: May 7, 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:May 7, 2019 Contra Costa County Subject:Verizon Wireless Access Permit #WA17-0016 FISCAL IMPACT: The applicant has paid the initial application deposit, and is obligated to pay supplemental fees to cover any and all additional staff time and materials costs associated with the processing of this application. BACKGROUND: This is a hearing for an appeal of the County Planning Commission's decision to deny an appeal and uphold the decision of the County Zoning Administrator to approve a Wireless Facilities Access permit to establish a new Verizon Wireless cell site attached to an existing utility pole in the public right-of-way near 279 Smith Road, in the Alamo area of unincorporated Contra Costa County. Project Description: The project is to establish a new Verizon cell site within the Smith Road right-of-way. The proposal involves installing a wooden pole extension atop the existing utility pole. A four-foot canister antenna would be mounted above the pole extension, resulting in an approximately 9.5-foot increase in overall pole height. Pole-mounted ancillary equipment is proposed between eight to eighteen feet above ground level. Ancillary equipment includes: Two (2) RRU units; Two (2) Diplexers; Two (2) Power supply units; One (1) Disconnect Switch; One (1) Power Meter; One (1) Fiber Demarc Box; One (1) Equipment Shroud. Appeal Of The County Planning Commission’s Decision: On February 25, 2019, Lowell Tunison (appellant) filed an appeal with the Department of Conservation and Development, Community Development Division, over the decision of the County Planning Commission to deny his appeal and uphold the decision of the County Zoning Administrator to approve the wireless facilities access permit for the project. The appeal points have been summarized and addressed below: Review of Points Raised in Appellant’s Appeal Letter: Summary of Appeal Point #1: The site should be located along Stone Valley Road where other cellular facilities are located. Staff Response: This is similar to an appeal point discussed at the February 13, 2019 County Planning Commission meeting where neighbors suggested that a more appropriate location for the project would be an existing utility pole near the intersection of Stone Valley Road and Smith Road. In response, Verizon indicated to the Commission that this location is 0.4 miles away, which would be too far away to achieve the project goal to provide additional capacity to the network. Since the proposed small cell operates at approximately 10% of the power of macro sites, it covers a relatively small geographic area. Thus, small cells are most effective in providing additional coverage to end users in close proximity to the site. Therefore, installing equipment along Stone Valley Road would not be ideally situated to provide the network capacity upgrade that Verizon indicates is needed to meet demand within their existing service area. Moreover, there is nothing in Chapter 88-24 that would allow the County to require Verizon to relocate its facility. Summary of Appeal Point #2: The conditions of approval recommended by planning staff ignore Ordinance Code Section 88-24.408(f)(2)(B), which calls for undergrounding of ancillary equipment. Staff Response: The County Wireless Ordinance does not require that ancillary equipment be placed underground. The cited code section reads as follows: 88-24.408(f)(2)(B): An equipment enclosure that serves a facility or antenna must be installed below ground, or must be installed at grade and camouflaged. Each below-ground equipment enclosure must be accessible by a flush-to-grade portal. The facility does not include an equipment enclosure, as that term is defined in Ordinance Code Chapter 88-24. An equipment enclosure is a "cabinet, shelter, structure, or vault that is used to enclose and secure ancillary equipment." (Ord. Code, § 88-24.204(h).) A shroud is a covering that serves a purely aesthetic function and which is not a critical component to the security or operation of the proposed wireless facility. Further, the County Wireless Ordinance specifically contemplates the circumstance where ancillary equipment is proposed to be located outside of equipment enclosures: 88-24.408(f)(2)(G): Ancillary equipment not enclosed in an equipment enclosure must be installed at a location the zoning administrator determines will minimize the visual and aesthetic impacts to the greatest extent feasible. The ancillary equipment for this facility will be pole-mounted and will be encased in a shroud, which is different from an equipment enclosure under Chapter 88-24. In approving the project, the Zoning Administrator determined that the project design minimized the visual and aesthetic impacts to the greatest extent feasible. Therefore, the proposed location of ancillary equipment does not conflict with Chapter 88-24 in this respect. Summary of Appeal Point #3: The proposed pole-mounted equipment faces directly towards the residence at 279 Smith Road. The proposed equipment shroud makes pole-mounted equipment stand out even more. Staff response: The orientation of the proposed pole-mounted equipment was discussed at the February 13, 2019 meeting of the County Planning Commission. In testimony provided to the Commission, Verizon indicated that PG&E designates quadrants upon their utility poles, which are reserved for certain specific purposes. The location of ancillary equipment, as proposed, is within the quadrant approved by PG&E for Verizon’s equipment. Staff is receptive to public comments regarding the aesthetic value of the equipment shroud proposed with this design. The attached photo simulations depict both the proposed design (with shroud) and the original proposal (without shroud). The Zoning Administrator determined that the facility is designed in a manner that complies with the applicable requirements of Section 88-24.408. Specifically, the facility with the shroud is "designed to minimize its visual and aesthetic impacts on, and to blend in with, the surrounding area." (Ord. Code, §§ 88-24.408(a)(1) & 88-24.612(b)(4)(A)(i).) If the Board determines that removing the shroud covering the pole-mounted equipment minimizes the facility's "visual and aesthetic impacts on" the surrounding area, and will enable it to "blend in with" the surrounding area, the Board can approve the facility without the shroud. The shroud can be eliminated from the facility without affecting the functionality of the facility. However, without the shroud, cables and conduit typically associated with the installation of wireless facilities then may be prominently visible. Project History: Verizon submitted County File #WA17-0016 on November 9, 2017. On November 6, 2018, the County mailed a Notice of Intent to Render an Administrative Decision to property owners within 300 feet of the project site. The County received a request for a public hearing on November 15, 2018. The project was considered by the County Zoning Administrator at a public hearing held on December 17, 2018. After taking public testimony on the project, the Zoning Administrator approved the Wireless Access Permit as recommended by staff. An appeal of this decision was filed on December 24, 2018 by Karl Gross and Alamo Oaks Homeowners. Lowell Tunison is a member of the Alamo Oaks Homeowners and was a signatory on that appeal letter. The appeal was subsequently scheduled for the County Planning Commission meeting held on February 13, 2019. After considering public testimony, the Commission made a motion to uphold the County Zoning Administrator's decision and deny the appeal of Karl Gross and Alamo Oaks Homeowners. The motion was sustained by a 6-0 vote of the Commission. On February 25, 2019, the Department received Lowell Tunison's appeal of the County Planning Commission's decision. CONSEQUENCE OF NEGATIVE ACTION: If the Board of Supervisors grants the appeal, the County Planning Commission decision to uphold the County Zoning Administrator’s approval of a Wireless Access Permit will be overturned. Verizon Wireless would be unable to construct the proposed new Wireless Facility within the Smith Road right-of-way. CLERK'S ADDENDUM Public Speakers: John Linden, Alice Lee, Karl Gross. Opened the public hearing on an appeal of a Planning Commission decision to approve a Wireless Access permit for a Verizon Wireless cell site on a utility pole located in the Smith Road right of way, near 279 Smith Road, in the Alamo area (Permit No. WA17-0016), received testimony, and closed the public hearing. Determined that the approval of Permit No. WA17-0016 is exempt from the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15303. Directed the Department of Conservation and Development to file a CEQA Notice of Exemption with the County Clerk. Approved a wireless facilities access permit for a Verizon Wireless cell site on a utility pole in the Smith Road right of way, near 279 Smith Road, in the Alamo area (Permit No. WA17-0016); approved the findings in support of Permit No. WA17-0016; approved modified conditions of approval for Permit No. WA17-0016; and denied the appeal of Lowell Tunison. The conditions of approval for Permit No. WA17-0016 were modified to add the following conditions of approval: (1) subject to the time limits that DCD will specify in the condition of approval, Verizon shall install the facility without a shroud over the pole-mounted equipment, and, if the residents at 279 Smith Road determine a shroud is needed, Verizon shall install the shroud; and (2) subject to time limits that DCD will specify in the condition of approval, Verizon shall give the residents at 279 Smith Road the option of having a tree planted to partially block the pole, and, if requested by the residents, Verizon shall plant the tree. ATTACHMENTS ATTACHMENTS Maps Plans Appeal Letter Findings and COA RF Report Photosim (Proposed Design) Photosim Comparison (Shroud vs No Shroud) Power Point T.1TITLE SHEET©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% CONTRACTOR SHALL VERIFY ALL PLANS & (E) DIMENSIONS & CONDITIONS ONTHE JOB SITE & SHALL IMMEDIATELY NOTIFY THE ENGINEER IN WRITING OF ANYDISCREPANCIES BEFORE PROCEEDING WITH THE WORK OR BE RESPONSIBLEFOR SAME IF USING 11"X17" PLOT, DRAWINGS WILL BE HALF SCALEPROJECT DESCRIPTIONDRAWING INDEXADMINISTRATIVE REQUIREMENTSSHEET TITLESHEET NO:SITE INFORMATIONVICINITY MAPDRIVING DIRECTIONSA.1T.1TITLE SHEETA.2OVERALL SITE PLANC.1SITE SURVEYA.3PROJECT TEAMFACILITY IS UNMANNED AND NOT FOR HUMAN HABITATION.HANDICAPPED ACCESS NOT REQUIRED IN ACCORDANCE WITHCALIFORNIA ADMINISTRATIVE STATE CODE PART 2, TITLE 24,CHAPTER 11B, SECTION 1103B.HANDICAP REQUIREMENTSELEVATIONSNORTHA.4ELEVATIONSA.6THIS IS AN UNMANNED TELECOMMUNICATIONS FACILITY FOR THE VERIZON WIRELESSNETWORK CONSISTING OF THE INSTALLATION AND OPERATION OF AN ANTENNA ANDASSOCIATED EQUIPMENT ON AN EXISTING WOOD POLE IN THE PUBLIC RIGHT-OF-WAY.SCOPE OF WORK1.INSTALL NEW TELECOMMUNICATIONS EQUIPMENT BOXES ON AN EXISTING 37.9' HT. PG&EWOOD POLE.2.POLE-MOUNTED EQUIPMENT TO BE INSTALLED ON A GO95 COMPLIANT STANDOFFBRACKET.3.EQUIPMENT CONSISTS OF (1) 4' HT. CANTENNA ON POLETOP, (2) RRUS, (2) POWER SUPPLYUNITS, (2) DIPLEXERS, (1) DISCONNECT SWITCH, (1) FIBER DEMARC BOX, (1) EQUIPMENTSHROUD, AND (1) POLE-MOUNTED POWER METER.4.PROVIDE POLE STEPS AS REQUIRED5.ALL POLE EQUIPMENT TO BE PAINTED VALSPAR 'DEEP EARTH' COLOR.6.POWER SERVICE FROM OVERHEAD POCPOLE PLAN ENLARGEMENTS E.1EQUIPMENT DETAILSE.2SINGLE LINE DIAGRAM, BUSS DIAGRAM, PANEL SCHEDULE POLE GROUNDING, ELECTRICAL DETAILSA.5EQUIPMENT DETAILS1.HEAD NORTH-EAST ON MITCHELL DR TOWARDS OAK GROVE RD2.TURN RIGHT ONTO OAK GROVE RD3.TURN RIGHT ONTO YGNACIO VALLEY RD4.YGNACIO VALLEY RD TURNS RIGHT AND BECOMES HILLSIDE AVE5.USE THE LEFT 2 LANES TO TURN LEFT ONTO THE INTERSTATE 680 S SLIP ROAD TO SANJOSE6.MERGE ONTO I-680 S7.TAKE EXIT 42A FOR STONE VALLEY RD E8.TURN RIGHT ONTO STONE VALLEY RD9.TURN RIGHT ONTO SMITH RDDIRECTIONS FROM VERIZON WIRELESS RF MARKET OFFICE:CODE COMPLIANCECONSTRUCTION WORKS AND MATERIALS MUST COMPLY WITH ALL APPLICABLENATIONAL, STATE, AND LOCAL CODES AS ADOPTED BY LOCAL JURISDICTION,INCLUDING BUT NOT LIMITED TO:· CALIFORNIA CODE OF REGULATIONS· 2016 CALIFORNIA BUILDING CODE· 2016 CALIFORNIA MECHANICAL CODE· 2016 CALIFORNIA PLUMBING CODE· 2016 CALIFORNIA ELECTRIC CODE· 2016 GREEN CODE· 2016 EDITION OF TITLE 24 ENERGY STANDARDS· ANY LOCAL BUILDING CODE AMENDMENTS TO THE ABOVE· CITY / COUNTY ORDINANCES· 2016 CALIFORNIA FIRE CODES WITH ALL LOCAL AMENDMENTS· GO 95TC.1SITE SPECIFIC VEHICLE TRAFFIC CONTROL PLAN(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507SF STONE VALLEY 005PUBLIC ROW(IFO) 196-100-005PSL #:OWNER:APPLICANT:COUNTY:SITE ADDRESS: ZONING JURISDICTION: ZONING: APN ADJACENCY:AGENT:433513(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507CONTRA COSTACITY OF CONTRA COSTA COUNTYDEPARTMENT OF PUBLIC WORKSPSL #433513ORDER #31329439SITEARCHITECT/ENGINEERPROJECT MANAGER: RODNEY BARNEScell: 707.592.5924email: rodney@meridian.managementCLIENTVerizon Wireless2785 Mitchell DriveSuite 9Walnut Creek, CA 94598Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518www.meridian.managementVERIZON WIRELESS2785 MITCHELL DRIVE, SUITE 9WALNUT CREEK, CA 94598PG&E245 MARKET STREETSAN FRANCISCO, CA 94110CONTACT: MARK ANDERSONTEL (925) 459-8052CONSTRUCTION MANAGER: ROB HERNANDEZcell: 916.203.4067email: mark.lobaugh@epicwireless.netcell: 916.216.7931email: rob.hernandez@epicwireless.netLEASING & ZONING MGR: MARK LOBAUGHAGENTEpic Wireless Group, Inc.222 W. Lockeford StreetSuite 9Lodi, CA 95240Tel: (916) 781-5921EPIC WIRELESS222 W. LOCKEFORD STREETSUITE 9LODI, CA 95240TEL: (916) 781-5921C.2SITE SURVEYA.7EQUIPMENT DETAILS A.1OVERALL SITEPLAN 08'4'4'8'©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% OVERALL SITE PLANNORTH1SCALE1/8" = 1'-0"(N) VERIZON WIRELESSEQUIPMENT ON (E) 37.9'PG&E WOOD UTILITY POLE1A-2SMITH ROADEDGE OF PAVEMEN T PROPERTY LINEOVERHEAD L INE (E) TREE(TYP.)LANDSCAPEAREA(E) WOODFENCE, TYP.A.P.N.196-092-008LANDSCAPEAREALANDSCAPEAREALANDSCAPEAREABUILDINGPROPERTY LINEPROPERTY L INEPROPERTY LINE PROPERTY L INEEDGE OF PAVEMEN T OVERHEAD L INEOVERHEAD L INE A.P.N.196-092-007A.P.N.196-100-005A.P.N.196-100-006DRIVEWAYDRIVEWAYDRIVEWAYDRIVEWAY DR IV EWA YSTORM DRAINMANHOLE A.2POLE PLANENLARGEMENTS (E) LIGHT POLE©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% POLE PLAN ENLARGEMENTNORTH2SCALE1" = 1'-0"06"1'6"1'POLE SECTIONS1SCALE3/4" = 1'-0"06"1'2'3'(N) VERIZON EQUIPMENT TO BE MOUNTED IN 10:30ORIENTATION. CLIMBING SPACE BETWEEN 6:00 & 9:00.POLE STEPS REQUIRED FROM 8.5' TO COMMUNICATIONSZONE. STEPS SHOULD BE USABLE WHEN INSTALLED WITHINCLIMBING SPACEEQUIPMENT SYSTEM:ALL NEW POLE COMPONENTS NOT SHOPPAINTED SHOULD BE FIELD PAINTED VALSPAR'DEEP EARTH' COLORNEW CONDUIT FOR POWER/TELCO:(1) 2" CONDUIT FOR POWER(1) 2" CONDUIT FOR FIBER(1) 3" CONDUIT FOR COAX(1) 1" CONDUIT FOR GROUNDNEW CHARLES SMALL CELLCABINETPROPERTY L INE OVERHEAD L INE(N) VERIZON WIRELESS EQUIPMENTON (E) 37.9' PG&E WOOD POLE.EQUIPMENT ORIENTED IN 10:30POSITIONSMITH ROADEDGE OF PAVEMENTLANDSCAPEAREAOVERHEAD L INEOVERHEAD L INEA-42A-32A.P.N.196-100-005279 SMITH ROAD±5'-0"STREET3:00 TO 6:00A. SECTION(N) 3"Ø SCH. 80 COAXCONDUIT TOCANTENNA(N) 2"Ø SCH. 80 FIBERCONDUIT TOCANTENNA(N) POLEWARE STANDOFFBRACKET, OR EQUAL(E) 37.9' PG&E WOODUTILITY POLE(N) 1"Ø SCH. 80GROUND CONDUIT(N) 2"Ø SCH. 80 POWERCONDUIT FROM METER(N) POLEWARE SHROUD,OR EQUAL2 (N) DIPLEXERSATTACHED TO POLEWARERRU BRACKET, OR EQUALSTREETC. SECTION(N) 100 AMP METER W/TEST BYPASSSTREET3' CLIMBING ZONE B. SECTION3' CLIMBING ZONE3' CLIMBING ZONE (N) 2"Ø SCH. 80 FIBERCONDUIT TOCANTENNA(E) 37.9' PG&E WOODUTILITY POLE(N) 1"Ø SCH. 80GROUND CONDUIT(N) 2"Ø SCH. 80 FIBERCONDUIT TOCANTENNA(E) 37.9' PG&E WOODUTILITY POLE(N) 1"Ø SCH. 80GROUND CONDUIT3:00 TO 6:00(N) POLEWARE STANDOFFBRACKET, OR EQUAL(N) 2"Ø SCH. 80 POWERCONDUIT FROM METER(N) DISCONNECT SWITCHON UNISTRUTS(N) FIBER DEMARC BOXON UNISTRUTS(N) POLEWARE STANDOFFBRACKET, OR EQUAL(N) 2"Ø SCH. 80 POWERCONDUIT FROM METERCLIMBING SPACELANDSCAPEAREA A.3ELEVATIONS SCALE3/8" = 1'-0"01'2'4'6'1SCALE3/8" = 1'-0"01'2'4'6'2©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% (N) 4' CANTENNA ON TOP OFPOLEA-58(E) PG&E WOOD UTILITY POLEGROUNDELEV. 0.0' AGL(E) PG&E WOOD UTILITY POLESMITH ROADLANDSCAPE AREA(N) WEATHERHEAD TOOVERHEAD POWER (POWERPOC)6' POWER SAFETY ZONE AS PER GO95(E) WIREELEV. 24.1' AGL(E) WIREELEV. 27.2' AGLTOP OF EXISTING UTILITY POLE ELEV. 37.9' AGLTOP OF (N) CANTENNAELEV. 47.4' AGL(N) CANTENNA RAD CENTERELEV. 45.4' AGLBOTTOM OF (N) CANTENNAELEV. 43.4' AGL(E) WIREELEV. 24.1' AGL(E) WIREELEV. 27.2' AGLTOP OF EXISTING UTILITY POLE ELEV. 37.9' AGLSOUTHEAST ELEVATION - EXISTINGSOUTHEAST ELEVATION - PROPOSED(N) 5' WOOD ANTENNAEXTENSIONA-61SMITH ROADLANDSCAPE AREA10' CONTRA COSTA COUNTY ALLOWABLE EQUIPMENT ZONE ELEV. 47.9' AGLELEV. 35.4' AGLMIDDLE OF (N) CROSSARM(N) CROSSARM W/ RELOCATEDINSULATORS TO REPLACE EXISTINGINSULTATORS BRACKET, BY OTHERS(N) 3"Ø SCH. 80 COAXCONDUIT TO CANTENNA(N) 2"Ø SCH. 80 POWERCONDUIT TO WEATHERHEAD,POWER POC(N) RF WARNING SIGN LOCATED 3'BELOW LOWEST POWER LINE,FACING CLIMBING SPACEA-5102AA.22BA.22CA-22' COMM SAFETY ZONE AS PER GO95 8'-0"GROUNDELEV. 0.00' AGL18'-0"(N) RRUS8843 W/ PSU ONUNISTRUTS(N) GROUND BUS BARMOUNTED ON BACKBOARDW/ PVC CLAM SHELL COVER(N) POLEWARE STANDOFFBRACKET, OR EQUAL(N)100 AMP METER W/ TESTBYPASS(N) DISCONNECT SWITCH ANDFIBER DEMARC BOX ONUNISTRUTS2 (N) DIPLEXERS ON UNISTRUTSA-61A-6A-71A-5101E-36A-55A-53PROVIDE POLE STEPS ASREQUIRED. SEE DETAIL 9/A-5A-58A-54A-56(N) RRUS4449 W/ PSU ONUNISTRUTSA-51BOTTOM OF (N) METER/STANDOFF BRACKETELEV. 8'-0" AGLTOP (N) STANDOFF BRACKET / SHROUDELEV. 18'-0" AGLA-73 A.4ELEVATIONS SCALE3/8" = 1'-0"01'2'4'6'1SCALE3/8" = 1'-0"01'2'4'6'2©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% GROUNDELEV. 0.0' AGL(E) PG&E WOOD UTILITY POLELANDSCAPE AREA(N) 4' CANTENNA ON TOP OFPOLE(E) PG&E WOOD UTILITYPOLELANDSCAPE AREANORTHEAST ELEVATION - EXISTINGNORTHEAST ELEVATION - PROPOSED(N) 5' WOOD ANTENNAEXTENSION(E) WIREELEV. 24.1' AGL(E) WIREELEV. 27.2' AGLTOP OF EXISTING UTILITY POLE ELEV. 37.9' AGL(E) WIREELEV. 24.1' AGL(E) WIREELEV. 27.2' AGLTOP OF EXISTING UTILITY POLE ELEV. 37.9' AGLTOP OF (N) CANTENNAELEV. 47.4' AGL(N) CANTENNA RAD CENTERELEV. 45.4' AGLBOTTOM OF (N) CANTENNAELEV. 43.4' AGL10' CONTRA COSTA COUNTY ALLOWABLE EQUIPMENT ZONE ELEV. 47.9' AGLELEV. 35.4' AGLMIDDLE OF (N) CROSSARM(N) CROSSARM W/ RELOCATEDINSULATORS TO REPLACE EXISTINGINSULTATORS BRACKET, BY OTHERS(N) 3"Ø SCH. 80 COAXCONDUIT TO CANTENNA (ONOTHER SIDE OF POLE)GROUNDELEV. 0.00' AGLBOTTOM OF (N) METER/STANDOFF BRACKETELEV. 8'-0" AGLTOP (N) STANDOFF BRACKET / SHROUDELEV. 18'-0" AGL(N) RRUS8843 W/ PSU ONUNISTRUTS(N) GROUND BUS BARMOUNTED ON BACKBOARDW/ PVC CLAM SHELL COVER(N) POLEWARE STANDOFFBRACKET, OR EQUAL(N)100 AMP METER W/ TESTBYPASS(N) DISCONNECT SWITCH ANDFIBER DEMARC BOX ONUNISTRUTS2 (N) DIPLEXERS ON UNISTRUTS(N) RRUS4449 W/ PSU ONUNISTRUTS A.5EQUIPMENTDETAILS©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% 111895RF WARNING SIGNAGERRUS4449DISCONNECT SIGNAGE 42DIPLEXER3RRUS88436UNIT:ERICSSON RRUS4449 B5 B13 W/PROTRUDING ITEMSHEIGHT:18 INCHESWIDTH:13.2 INCHESLENGTH:9.4 INCHESWEIGHT:70 LBS (EXCLUDES MOUNTING HARDWARE)UNIT: ERICSSON RRUS8843 W/ PROTRUDING ITEMSHEIGHT:18 INCHESWIDTH:13.2 INCHESDEPTH:11.3 INCHESWEIGHT:75 LBSHEIGHT:48.0 INCHESDIAMETER:14.6 INCHESWEIGHT:38.1 LBS (WITHOUTMOUNTING BRACKET)HEIGHT: 8.31 INCHESWIDTH: 2.48 INCHESDEPTH: 7.0 INCHESWEIGHT: 4.4 LBS10CANTENNA ON WOOD POLES - SIGN ON ALUMINUM WITH SS SCREW TO THE POLE 3'BELOW ANTENNASIGN PLACEMENT:AFFIX TO THE STRUCTURE 3-4' BELOW THE COMMERCIAL RF ANTENNA(S) OR3' BELOW LOWEST POWER WIRESIGN COLOR: YELLOWUTILITY COMPANY POWERDISCONNECT SWITCHNORMAL SHUT-DOWN PROTOCOLS:1.Call 800-264-6620 NOC 24 HRS prior to schedulea shutdown day and time.2.Give NOC the Node number _______________.3.On scheduled day of shutdown, pull thedisconnect handle to the "OFF" position.4.Call NOC when work is completed.EMERGENCY SHUT-DOWN PROTOCOLS:1.Call 800-264-6620 NOC immediately.2.Give NOC the Node number _______________.3.Pull the disconnect handle to the "OFF" position.4.Call NOC when work is completed.CONTRACTOR NOTE:SITE ID WILL BE SITE ID, MARKET ID,SITE #, AND SITE NAMENEMA 3R RAIN COVEROUTSIDE PANELDOOR SHOWINGDISCONNECTSWITCH ID ONPLAQUEDISC. OR PANEL DOOR W/LATCH-LOOP (LOCKABLE)OUTSIDE PANEL DOORSHOWING DISCONNECTSWITCHNOTE:NEW PHENOLIC SIGN ATTACHEDTO INSIDE PANELCONTRACTOR NOTE:SITE ID WILL BE SITE ID, MARKET ID, SITE #, AND SITE NAMEMETERPOLE STEPSSTEP: POLE 58 X 10 INCH GALVANIZEDWEIGHT PER 100:99 LBSMANUFACTURER: AERIAL SERVICE COMPANY, INC.1-800-256-5186http://www.linemen-tools.com/MODEL #:J1118DESCRIPTION:POLE STEPS ARE USED ON WOOD POLES WHEREFREQUENT ACCESS TO POLE MOUNTED EQUIPMENTIS REQUIRED. FLAT DRIVING SURFACE AND SHARPPOINT EASE INSTALLATION. FETTER-DRIVE THREADPERMITS REMOVAL WITH A WRENCH. HOT-DIPPEDGALVANIZED FOR CORROSION RESISTANCE.NOTCHED MARK ON STEP INDICATES PROPERDRIVING DEPTH.18"-24"18"18"18"18" 8'-6" TO 9'-0"GROUNDPOLE STEP, TYP.WOOD POLESCALENOT TO SCALE7.251847.751973.75954.501149.64 245 6.00 152 .28 DIM 7(3 HOLES)A,B,CKNOCKOUTSA,B,CKNOCKOUTSA,B,C,DKNOCKOUTSA,B,CKNOCKOUTS7DISCONNECT SWITCHUNIT:100 AMP METER W/ TESTBYPASSHEIGHT:24 INCHESWIDTH:12 INCHESDEPTH:4-5/8 INCHESLLOWO12"PLANAASECTION A-A3/8" DIA BRASS OR STAINLESSSTEEL STUD BOLTS, NUTS, &WASHERS-2 PER BOX. RECESSBOLT IN COVER.4"3"30"17"25-3/8"13-1/4"WCONCRETE BOXCOVER (PCC ONLY)LOWOLWPULL BOX MINIMUM DIMENSION TABLEMIN. 3" CLR.ALL AROUND6"6"TOP FLUSH WITH FINISHGRADECLEAN CRUSHED DRAINROCK SUMPPULL BOXPULL BOX (IF REQUIRED)FIBER DEMARC BOXUNIT:FIBER DEMARC ENCLOSURE BOXHEIGHT:8.54 INCHESWIDTH:10 INCHESDEPTH:2.88 INCHES A.6EQUIPMENTDETAILS©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% POLETOP WOOD EXTENSION AND BRACKET5/8'Ø X10" BOLT AND LOCKNUT(SUPPLIED)13/16" HOLES FOR3/4" BOLTSBRACKET ADAPTER (FOR POLETOP DIAMETERS LESS THAN 8")EXISTING POLENOTE:(N) BRACKET ASSEMBLY TO BE PROVIDEDBY UTILITY COMPANY AND PAINT TOMATCH6"5"7-1/2"7-1/2"DETAIL BEXTENSION BAYONET 5 3/4" SQUAREPRESSURE TREATED DOUGLAS FIR,LENGTH AS PER DWGSBRACKET ASSEMBLY(SEE DETAIL A)ANTI- SPLIT BOLTEXISTING POLEDETAIL A1EQUIPMENT SHROUD25SCALENOT TO SCALESCALENOT TO SCALENOTE:1.RRU SHROUD MODEL #PW-RRS-072L-SP-ST AS MFG. BY POLEWARE, LLC,(475) 215-5119, OR EQUAL2.ALL COMPONENTS TO BE SHOP PRIMED PAINTED3.UNISTRUT COMPONENTS TO BE MFG BY UNISTRUT CORPORATION, 1140W. THORNDALE AVE., ITASCA IL, 60143, (800) 468-9510.4.CUSTOMER TO SPECIFY SHROUD HEIGHT AT TIME OF ORDERING.POWER SUPPLY UNIT (PSU)4NOT USED3MODEL:ERICSSON POWER 6302HEIGHT:12.99 INCHESWIDTH:11.42 INCHESDEPTH:3.90 INCHESWEIGHT:22.1 LBSNOT USEDFRONT VIEWSIDE VIEWISO VIEWSPLAN VIEW8'-3"2'-6"1'-5"2'-6"VENTING SLOTS, 3SIDESPIANO HINGE BEHINDSTL. SHROUDWOOD POLE BEHIND5'-6"STL. STIFFENER WELDEDTO SHROUD, TOP ANDBOTTOMSTL. SHROUDWOOD POLEPOLEWARE STANDOFFBRACKETSS CLASPS, TYP.OF 3OPENINGVENTING SLOTS, 3SIDESPOLEWARESTANDOFF BRACKETSTL. STIFFENERWELDED TO SHROUD,TOP AND BOTTOMWOOD POLE A.7EQUIPMENTDETAILS©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% 3STANDOFF BRACKET11' (IF REQUIRED)6"4'-6"3'2'6"10' C CHANNEL6"STANDOFF BRACKET SIDE ELEVATION11' 6"10' C CHANNEL6"58"Ø THRU BOLT W/ 3"X3"X14" SQ.CURVED WASHED ON BACK OFPOLE, TYP. OF 3WOOD REPLACEMENT POLE (BYOTHERS)POLEWARE STL. CHANNELUNISTRUTS EXTENDING ABOVE ANDBELOW STANDOFF BRACKET (FORAPPLICATIONS REQUIRING 11'STANDOFF BRACKET LENGTH)UNISTRUT EXTENSION ABOVE ANDBELOW STANDOFF BRACKET (FORAPPLICATIONS REQUIRING 11'STANDOFF BRACKET LENGTH)VERTICAL UNISTRUTS WELDEDTO CHANNEL, BOTH SIDES OFBRACKET3.5"6"POLEWARE ADJUSTABLEBRACKET, TYP. OF 3WOOD REPLACEMENT POLE (BYOTHERS)58"Ø THRU BOLT W/ 3"X3"X14" SQ.CURVED WASHED ON BACK OFPOLE, TYP. OF 33"X3"X14" SQ. CURVED WASHEDON BACK OF POLE, TYP. OF 3POLEWARE STL. C CHANNELVERT. UNISTRUT CHANNELS,BOTH SIDES OF STANDOFFBRACKETHORIZ. UNISTRUTS FOREQUIPMENT ATTACHMENT, BYOTHERS. CUT TO FIT.6"5" 2"1"NEOPRENE BEARING PADS,TYPICAL AT EA. BRACKETPOLEWARE FIXED BRACKET,TYP. OF 3POLEWARE STL. C CHANNEL34"Ø THRU BOLT, TYP. OF 31-5/8" ACCESS HOLE, ALIGNEDWITH THRU BOLTSSTANDOFF BRACKET FRONT ELEVATIONSTANDOFF BRACKET BRACKET ISOSTANDOFF BRACKET PLANNOTE:1.STANDOFF BRACKET MODEL #PW-SOB-120L-SP-ST AS MFG. BYPOLEWARE, LLC, (475) 215-5119, OR EQUAL2.LENGTH VARIES. CUSTOMER TO SPECIFY BRACKET LENGTH AT TIME OFORDERING3.ALL COMPONENTS TO BE SHOP PRIMED PAINTED4.UNISTRUT COMPONENTS TO BE MFG BY UNISTRUT CORPORATION, 1140W. THORNDALE AVE., ITASCA IL, 60143, (800) 468-9510.5.HORIZONTAL UNISTRUTS FOR EQUIPMENT INSTALLATION NOT INCLUDED6.NEOPRENE PADS AND ALL HARDWARE INCLUDED7.ALLOW 2-3 WEEKS FOR FABRICATION8.PATENT PENDING3-1/2" 10 EQ. SPACINGADJUSTABLE BRACKETS, TYP.OF 358"Ø THRU BOLT W/ 3"X3"X14" SQ.CURVED WASHED ON BACK OFPOLE, TYP. OF 3WOOD REPLACEMENT POLE (BYOTHERS)POLEWARE STL. CHANNELUNISTRUTS EXTENDING ABOVE ANDBELOW STANDOFF BRACKET (FORAPPLICATIONS REQUIRING 11'STANDOFF BRACKET LENGTH)UNISTRUT EXTENSION ABOVE ANDBELOW STANDOFF BRACKET (FORAPPLICATIONS REQUIRING 11'STANDOFF BRACKET LENGTH)VERTICAL UNISTRUTS WELDEDTO CHANNEL, BOTH SIDES OFBRACKETADJUSTABLE BRACKETS, TYP.OF 3VERT. UNISTRUT CHANNELS,BOTH SIDES OF STANDOFFBRACKETPOLE-MOUNTED EQUIPMENT CONFIGURATIONSCALENOT TO SCALE1SCALENOT TO SCALE(N) 100 AMP METER W/ TEST BYPASS(N) DISCONNECT SWITCH &FIBER DEMARC BOX ONUNISTRUTS(N) GROUND BUSS BAR ON SIDEOF (N) STANDOFF BRACKETA-58E-26A-55A-510(N) RRUS4449 ON UNISTRUTSA-51(N) SIDE-BY-SIDE DIPLEXERS ONUNISTRUTSA-53(N) RRUS8843 ON UNISTRUTSA-56(N) POLEWARE STANDOFFBRACKET, OR EQUALA-71(N) PSU 6302 ON SIDE OFRRU, 2 TOTALA-63WOOD REPLACEMENT POLE(N) POLEWARE SHROUD, OR EQUALA-652NOT USEDSCALENOT TO SCALESCALENOT TO SCALE1'-10"10' STANDOFF BRACKET 6' SHROUD 10-1/4" 7-3/4" 1'-6"1'-0"1'-6" 2'4"95 8"4"(N) PSU 6302 ON SIDE OFRRU, 2 TOTALA-63 E.1SINGLE LINE DIAGRAMBUSS DIAGRAMPANEL SCHEDULE©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% LOAD CALCULATIONS - VERIZON WIRELESSEXISTING LOAD: 0 AMPSNEW LOAD: 6.67 AMPS MAX.NEW TOTAL LOAD: 6.67 AMPS MAX.NOTES:1.SUBCONTRACTOR SHALL PROVIDE DIST. PANEL AND BREAKERSFOR POWER TO THE PSU FOR EACH RRU.2.ALL SERVICE EQUIPMENT AND INSTALLATIONS SHALL COMPLYWITH THE N.E.C. AND UTILITY COMPANY AND LOCAL CODEREQUIREMENTS.3.SUBCONTRACTOR SHALL PROVIDE ELECTRICAL SERVICEENTRANCE EQUIPMENT WITH FAULT CURRENT RATINGS GREATERTHAN THE AVAILABLE FAULT CURRENT FROM THE POWER UTILITY.4.MAXIMUM ONE WAY CIRCUIT RUN NOT TO EXCEED 75 FEET.1.POWER AND TELCO POINTS OF CONNECTION AND ANYEASEMENTS ARE PRELIMINARY AND SUBJECT TO CHANGE BYTHE UTILITY COMPANIES.2.CONTRACTOR SHALL COORDINATE WITH UTILITY COMPANYFOR FINAL AND EXACT WORK/MATERIALS REQUIREMENTS ANDCONSTRUCT TO UTILITY ENGINEERING PLANS ANDSPECIFICATIONS ONLY WHERE APPLICABLE PER PROJECTSCOPE OF WORK.3.CONTRACTOR SHALL FURNISH AND INSTALL CONDUIT, PULLWIRES, CABLE PULL BOXES, CONCRETE ENCASEMENT OFCONDUIT, TRANSFORMER PAD, BARRIERS, POLE RISERTRENCHING, BACK FILL, AND UTILITY FEES, AND INCLUDEREQUIREMENTS IN SCOPE.4.CONTRACTOR SHALL LABEL ALL MAIN DISCONNECT SWITCHESAS REQUIRED BY CODE.POWER AND TELCO NOTES:POWER AND TELCO DESIGN IS BASED ON INITIALSITE VISIT.CONTRACTOR SHALL OBTAIN CURRENT UTILITYCOORDINATOR PLANS PRIOR TO START OFCONSTRUCTION.SINGLE LINE DIAGRAMAVAILABLE FAULT CURRENT PER UTILITY.NOTE: CONTRACTOR TO CHECK WITH UTILITY TOENSURE ELEC. METER IS BRACED FOR ACTUAL FAULTCURRENT.BUSS DIAGRAMGENERAL ELECTRICAL NOTES:1.PROVIDE ALL ELECTRICAL WORK & MATERIALS AS SHOWN ON THE DWGS, AS CALLED FOR HEREIN, & AS IS NECESSARY TO FURNISH ACOMPLETE INSTALLATION.2.THE INSTALLATION SHALL CONFORM TO THE REQUIREMENTS OF THE CURRENT ADOPTED CALIFORNIA ELECTRICAL CODE, STATE OFCALIFORNIA TITLE24, ALL OTHER APPLICABLE CODES AND ORDINANCES & THE REQUIREMENTS OF THE FIRE MARSHALL. ALL EQUIPMENT& WIRING SHALL BEAR THE APPROVAL STAMP OF UNDERWRITERS LABORATORY (UL) OR AN APPROVED TESTING LABORATORY,PAYMENT FOR ALL INSPECTION FEES AND PERMITS ARE PART OF THIS CONTRACT.3.THE CONTRACTOR SHALL BE RESPONSIBLE FOR THE SAFETY AND GOOD CONDITION OF ALL MATERIALS & EQUIPMENT FOR THE ENTIREINSTALLATION & UNIT COMPLETION OF WORK, ERECT & MAINTAIN APPROVED & SUITABLE BARRIERS, PROTECTIVE DEVICES &WARNING SIGNS, BE FULLY RESPONSIBLE FOR ANY LOSS OR INJURY TO PERSONS OR PROPERTY RESULTING FROM NEGLIGENCEAND/OR ENFORCEMENT OF ALL SAFETY PRECAUTIONS & WARNINGS.4.COORDINATE THE ELECTRICAL INSTALLATION WITH ALL OTHER TRADES.5.ALL SAW CUTTING, TRENCHING, BACK FILLING & PATCHING SHALL BE PART OF THIS CONTRACT.6.FINALIZE ALL ELECTRICAL SERVICE ARRANGEMENTS, INCLUDING VERIFICATION OF LOCATIONS, DETAILS, COORDINATION OF THEINSTALLATION & PAYMENT OF ACCRUED CHARGES WITH LOCAL POWER COMPANY, VERIFY LOCATION FOR FACILITIES & DETAILSWITH POWER UTILITY, IN ADDITION TO THE REQUIREMENTS SHOWN IN THE CONTRACT DOCUMENTS, WORK SHALL COMPLY WITHCONSTRUCTION STANDARDS & SERVICE REQUIREMENTS OF THE RESPECTIVE UTILITIES, INCLUDING ANY SUPPLEMENTAL DWGS ISSUED &SHALL BE SUBJECT TO APPROVAL OF THESE UTILITIES.7.ALL WIRING SHALL BE COPPER. INSULATION FOR BRANCH CIRCUIT CONDUCTORS SHALL BE TYPE "THWN" CONDUCTORS LARGER AND#6 AWG MAY BE TYPE "THWN" OR "TWN".8.PROVIDE CONDUIT SEALS FOR ALL CONDUITS PENETRATING WEATHERPROOFING OR WEATHERPROOF ENCLOSURE ENVELOPE. MASTICSEAL ALL CONDUIT OPENING PENETRATIONS COMPLETELY WATERTIGHT.9.UNLESS SHOWN OTHERWISE, FUSED DISCONNECT SWITCHES SHALL BE PROVIDED WITH LOW-PEAK, S\DUAL ELEMENT FUSES SIZED TOEQUIPMENT NAMEPLATE FUSE CURRENT RATING. MOTOR STARTERS SHALL BE PROVIDED WITH SIMILARLY SIZED FUSIBLE ELEMENTS,SWITCHES AND OTHER OUTDOOR EQUIPMENT SHALL BE RATED NEMA 3R AND/OR UL LISTED FOR WET ENVIRONMENT.10.THE CONTRACTOR SHALL BE RESPONSIBLE FOR TESTING THE GROUNDING SYSTEM AND ENSURING A 5 OHM OR LESS GROUNDINGPATH, ADDITIONAL GROUND RODS AND/OR CHEMICAL ROD SYSTEM SHALL BE USED TO ACHIEVE THIS REQUIREMENT IF THE GIVENDESIGN CANNOT BE MADE TO ACHIEVE THIS REQUIREMENT.(N) MGB GROUNDING PLAN(N) GROUND ROD 6" ORLESS FROM POLEPANEL SCHEDULE -- PANEL " PP "* 1. MOUNT PER MANUFACTURER'S RECOMMENDATIONS. 2. E.C. SHALL MODIFY BRANCH CIRCUIT ARRANGEMENT AS SHOWN IN THE PANEL SCHEDULE** 3. MAIN ACB INSTALLED BY MANUFACTURERSUBTOTAL NON-CONTINUOUSSUBTOTAL CONTINUOUS120 / 240DESCRIPTIONLOADVOLTAGE: NEUTRAL:MAIN BREAKER:MAIN LUGS:MAINS:79531TYPE AND CATALOG NUMBER:120 / 240 VAC 1PH 3WPPN/A 125 AMPSMAIN COPPER BUS: 100 AMPSTOP X BOTTOM CYCLE:100 AMPS60PHASE:A.I.C.:WIRES:TRIP:110,000NO EQUAL: MANUFACTURER:MOUNTING:3PANEL CIRCUIT & LOAD SCHEDULE------UNIT QUANTITY PHASEV.A.ABCLOAD PER PHASE (VA)WIRE SIZE CONTINUOUS LOADS TRIP POLES DESIGNATION:SERVICE:LOCATION:WIRE TYPE A.I.C. WIRE TYPERED100ABLKREDBLKGBLK20ATHWNREDTHWNBLKN TO 100 AMP METER SOCKET **100A MAIN CBSSWIRE SIZE A.I.C.10,00010,000TOTAL AMPSTOTAL KVANON-CONTINUOUSTOTAL KVAAPPROVED EQUAL: SURFACE MURRAYJA1020B1100S (UL 891)FLUSH 6.671.601.60TOTAL KVACONTINUOUS x 1.25DESCRIPTION804-NON-CONTINUOUSCONTINUOUSSUBTOTALSUBTOTAL-804--LOAD PER PHASE (VA)CONTINUOUS POLES LOADS TRIP APHASEQUANTITY UNITBCV.A.LOAD0810642REDBLKNON- CONTINUOUS LOADS NON- CONTINUOUS LOADS-------------100222THHNTHHN10,00010,00012202-804-1608---804--11220XBLKXXGENERATOR RECEPT.BLANKBLANKSPAREBLANKSPARE20ARRUS201---1--------------20-2---10,00010,00020A20A 100 AMPSNG100A2PEXISTING POWER POLE120/240V 3W, 1PHRRUCABINETw/ PSU(2) #12AWG (MIN), + (1)# 10AWG GND IN 3" SCHEDULE 80CONDUIT. SEE NOTES 1&4(2) #12 AWG (MIN), + (1)# 10AWG GND IN 3" SCHEDULE 80CONDUIT. SEE NOTES 1&4HEAVY DUTY DU221RB30A/2P SINGLE THROWDISCONNECT SWITCHNEMA 3RMEXISTING POWER POLE120/240V 3W, 1PH2"C SCHEDULE 80 PVC CONDUIT WITH PULLROPE, RUN UP (E) POLE OR AS SPECIFIED BYUTILITYPOWERACRRUCABINETw/ PSU(N) VZW100A, 120/240V, 1 PH, 3W, 42 KAICMETER WITH TEST BYPASS SWITCH, 100A (SEENOTE #1) [METERING EQUIP. TYPE TO BEUTILITY AND EURSA APPROVED EQUIPMENT](N) 100A MAIN AND LOAD DIST. PANEL (SEENOTE #1 AND SCHEDULE THIS SHEET)#2 AWG GND IN 1'1/2" SCHEDULE 80CONDUIT TO (N) 5/8"Ø x 10'GROUND ROD PER N.E.C.ARTICLE 250TO RRU'S FIBER INTERFACE &DIPLEXERSANTENNA & MOUNTS#6 #6 E.2ELECTRICAL DETAILS©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% POLE GROUNDING RISER DIAGRAM (TYP.)15234WOOD POLE(N) GROUNDING CONDUITOR HALF ROUNDUNDISTURBED SOILCADWELD3" 0 CORE DRILL FORGROUND ROD5/8" COPPER CLADSTEEL GROUND RODRESTORE SURFACE TOORIGINAL CONDITIONNOTES:1. IF GROUND ROD IS INSTALLEDIN SIDEWALK AREA, CORE DRILLSIDEWALK PRIOR TO INSTALLINGINSPECTION WELL.2. EXPOSED CONCRETE TOHAVE BROOM FINISH./2 BOLT PARALLEL SPLICERCLAMPCROSS RUN CLAMPCAST ``T'' SPLICER1 BOLT PARALLELBOLT GRND.2 HOLE LUG 50H21 BOLT PARALLEL CLAMP``U'' BOLT PIPE CLAMPUNIVERSAL PIPE CLAMPSMECHANICAL CONNECTIONTYPE VBTYPE VSTYPE GL LUGTYPE XATYPE GRTYPE PGTYPE LJTYPE HATYPE GTTYPE SSTYPE TATYPE PCTYPE RRTYPE NDTYPE NX1TYPE GYTYPE NCTYPE PHTYPE GREXOTHERMIC WELD CONNECTIONUNIVERSAL PIPECLAMPS75/1.25NOT USED7POLE GROUNDING RODN.T.S.SCALE6N.T.S.SCALE23/4"157/16"1"2"341.GALVANIZED STEEL GROUND BAR, HOLE CENTERS TO MATCH NEMA DOUBLELUG CONFIGURATION. (ACTUAL GROUND BAR SIZE WILL VARY BASED ONNUMBER OF GROUND CONNECTIONS)2.INSULATORS, NEWTON INSTRUMENT CAT. NO. 3061-4 OR APPROVED EQUAL3.5/8" LOCK WASHERS, NEWTON INSTRUMENT CO., CAT. NO. 3015-8 ORAPPROVED EQUAL4.WALL MOUNTING BRACKET, NEWTON INSTRUMENT CO., CAT NO. A-6056 ORAPPROVED EQUAL5.5/8-11 X 1" HHCS BOLTS, NEWTON INSTRUMENT CO., CAT NO. 3012-1 ORAPPROVED EQUAL6.INSULATORS SHALL BE ELIMINATED WHEN BONDING DIRECTLY TOTOWER/MONOPINE STRUCTURE. CONNECTION TO TOWER/MONOPINESTRUCTURE SHALL BE PER MANUFACTURERS RECOMMENDATIONS.NOTES:BUSS BARN.T.S.SCALEN.T.S.SCALEPOLE CONDUIT STRAP14 GA. HOT DIP GALV.CONDUIT STRAPPVC CONDUIT RISER. SIZEAS PER DWGS0.281" DIA. HOLE14 GA. HOT DIP GALV.CONDUIT STRAPGALV. LAG SCREW TOWOOD POLEPVC CONDUIT RISER. SIZEAS PER DWGSSECTIONELEVATION1".75".12"N.T.S.SCALENEW GROUND WIRE RUN IN WOODMOLDING WITH GALV STEEL STRAPS AT 3'-0"MAX. O.C. PER PG&E STANDARDS (LOCATENEAR EXISTING POWER GROUND WIRE IFPRACTICAL) CRIMP TO BUS BAR10' X 5/8" GROUND ROD 24" MINCOVER(E) PG&E WOOD UTILITYPOLE(N) 4' HT. CANTENNA(N) WEATHERHEAD TOOVERHEAD POWER (POWERPOC)(N) 5' WOOD ANTENNA EXTENSIONSMITH ROAD(N) RF WARNING SIGN LOCATED 3'LOWEST POWER LINE, FACINGCLIMBING SPACE(N) RRUS8843 W/ PSU ONUNISTRUTS(N) GROUND BUS BARMOUNTED ON BACKBOARDW/ PVC CLAM SHELL COVER(N) POLEWARE STANDOFFBRACKET, OR EQUAL(N)100 AMP METER W/ TESTBYPASS(N) DISCONNECT SWITCH ANDFIBER DEMARC BOX ONUNISTRUTS2 (N) DIPLEXERS ON UNISTRUTS(N) RRUS4449 W/ PSU ONUNISTRUTS TC.1VEHICLE TRAFFICCONTROL PLAN (E) LIGHT POLE©Meridian Management LLC, 2018Sheet No.:Sheet Title:Professional Seal:It is a violation of law for any person,unless they are acting under the directionof a licensed ProfessionalArchitect/Engineer, to alter this document.Rev.DateDescription01Job No.:CAD File:JGRBProject No.:Date:Scale:Designed By:AS SHOWN08/16/1808/11/17Constr. Dwgs 90% Checked:0208/24/17Constr. Dwgs 90% 0309/25/17Constr. Dwgs 100% 0405/02/18Constr. Dwgs 100% Site Name:Client:Drawing Phase:100% ConstructionDrawingsSite Agent:Verizon Wireless2785 Mitchell Drive, Suite 9Walnut Creek, CA 94598SF STONE VALLEY 005(NEAR) SMITH ROAD & OAK ROADALAMO, CA 94507PSL #433513Project Architect:Meridian Management LLC785 Oak Grove Road E2Suite 251Concord, CA 94518T 707.592.5924www.meridian.management222 W. LOCKEFORD STREETSUITE 9LODI, CA 952400508/09/18Constr. Dwgs 90% 0608/16/18Constr. Dwgs 100% SMIT H R O A DEDGE OF PAVEMENT PROPERTY LINELANDSCAPEAREALANDSCAPEAREABUILDINGEDGE OF PAVEMENT -FLAGGER-SIGN25 30 35 40 45 50 55 60 65 TABLE 1POSTEDSPEED(MPH)DISTANCEBETWEENSIGNSA 100' B C100' 200' 200' 200' 155' 200' 250' 360' 425' 305' 495' 570' 645' 350' 15 20200' 500' 500' 500' 500' 350' 500' 500' 500' 500' 350' 500' 500' 500' 500' 200' 200' TAPERL (SEE NOTE)BUFFERNOTES:B) CONTRACTOR TO VERIFY EXISTING SPEED LIMIT.115' 100' 125' 180' 245' 540' 600' 320' 660' 720' 780' 80' 45' E) TAPER LENGTHS SHOWN BASED ON 12' LANE WIDTH.350' 350' 350' 100' 100' 100' 100' 100' 100' 100' A) DISTANCES IN FEET UNLESS OTHERWISE NOTED.C) DISTANCES SHOWN ARE NOT VALID FOR LIMITED ACCESSHIGHWAYS. CONSULT STATE DOT MANUAL FOR DISTANCES.D) ADJUST DISTANCES TO COMPLY WITH REQUIREMENT OF THESTATE OR LOCAL HIGHWAY AUTHORITY HAVING JURISDICTION. SEENOTE 1, SHEET TC-2.PLAN NOTES:1.PLANS DEPICTED ARE GENERAL GUIDELINES FOR TEMPORARY VEHICULARTRAFFIC CONTROL PLANS (TCP) TO INCLUDE PEDESTRIAN AND WORKERSAFETY. CONTRACTOR IS REQUIRED TO HAVE PREPARED A SITE-SPECIFIC TCPFOR REVIEW AND APPROVAL BY THE HIGHWAY AUTHORITY HAVINGJURISDICTION. IF REQUIRED, THE FIRM PREPARING THE TCP SHALL BEAUTHORIZED OR CERTIFIED BY THE AUTHORITY HAVING JURISDICTION.2.EXTEND CHANNELIZATION DEVICES INTO SHOULDER WHERE APPLICABLE.3.DISTANCES AS INDICATED IN TABLE 1 SHOULD BE INCREASED FORCONDITIONS THAT WOULD AFFECT STOPPING. DISTANCE SUCH ASDOWNGRADES OR LIMITED SIGHT DISTANCES. DISTANCES CAN BEDECREASED FOR LOW-SPEED (RESIDENTIAL) AREAS WITH APPROVAL BY THEAUTHORITY HAVING JURISDICTION. NIGHT-TIME WORK IS PROHIBITED UNLESSIT IS REQUIRED AS A CONDITION OF APPROVAL BY THE HIGHWAY ANDLOCAL AUTHORITY HAVING JURISDICTION.4.SHOULDER TAPERS SHOULD BE 1/3 OF THE ON-STREET TAPER LENGTH.5.MAINTAIN A MINIMUM LANE WIDTH OF 10'.CHANNELIZING DEVICEDIRECTION OF TRAFFICSIGNFLAGGERWORK SPACELEGENDDOT NOTES:1.WHEN LANE CLOSURE IS REQUIRED, THE TRAFFIC CONTROL PLAN SHOULD BEPROVIDED AND NOTARIZED BY AN INDIVIDUAL/COMPANY THAT HASFLAGGER CONTROL TRAINING CERTIFICATION.2."BLUE-LIGHTS" (OFF-DUTY POLICE OFFICERS) WILL BE ON SITE FOR LANECLOSURES AND IF REQUIRED.FLASHING ARROW SIGN (FAS)NORTHOVERALL SITE PLANSCALE010'1" = 20'10'120'20'L (FT)MERGE TAPER BUFFERSPACESEE TABLE 1ABCONE LANEROADAHEADUTILITYWORKAHEAD 13 L50' 12 L (F T ) M IN . B CAUTILITYWORKAHEADONE LANEROADAHEADFLAGGERAHEADFLAGGERAHEADPROPOSED CHANNELIZINGDEVICES (TYP.)DRIVEWAY DRIVEWAY DRIVEWAYDRIVEWAY10' MIN.±15'-6"DR IV EWA Y(N) VERIZON WIRELESSEQUIPMENT ON (E) 37.9'PG&E WOOD UTILITY POLE(E) TREE(TYP.)(E) WOODFENCE, TYP.PROPERTY LINE LANDSCAPEAREAPROPERTY LINEPROPERTY LINE BUILDINGSTORM DRAINMANHOLEOVERHEAD L INES P RO P E R T Y L IN E FINDINGS AND CONDITIONS OF APPROVAL – COUNTY FILE #WA17-0016, VERIZON C/O EPIC WIRELESS LLC (APPLICANT) / PG&E AND NORTHERN CALIFORNIA JOINT POLE ASSOCIATION (OWNERS). I. FINDINGS A. Growth Management Performance Findings 1. Traffic: The establishment and operation of a telecommunications facility within a public right-of-way is not expected to increase existing traffic levels in the area. The facility is unmanned and employees would only need to visit the facility for occasional maintenance activities. Therefore, the project will not trigger an increase in traffic to the site during A.M. or P.M. commute hours. The construction phase of the project will require work within the right-of-way that will temporarily affect circulation in the immediate vicinity. The Department of Public Works has reviewed the project, including a traffic management plan for the construction phase, and provided comments and recommended conditions of approvals that have been incorporated into this document as encroachment permit COA’s (#27-91). Compliance with all encroachment permit conditions ensures the construction phase of this project can be safely completed without significantly affecting traffic flows within the public right-of-way. 2. Water: The project does not require water resources and, therefore, will not impact groundwater levels or the frequency in which they are depleted. There project will not result in new impervious surface, thus not affecting the recharge of any aquifers that may exist in the area. 3. Sanitary Sewer: The project will not increase the demand for sanitary sewer service in the area, as the project does not involve an increase in population nor does it require sanitary sewer facilities. 4. Fire Protection: The subject property is located within the service area of the San Ramon Valley Fire Protection District. Telecommunications equipment is not typically associated with an increased fire risk. Compliance with applicable Building and Fire Codes relating to the installation of this equipment will ensure the project does not result in an increased fire risk to people or property. 5. Public Protection: The project will not increase the demand for police services as there is nothing included in the proposal that will increase the population in the area. Telecommunication facilities do not typically require police presence. The site will be unmanned and will only require maintenance technicians to visit the site as necessary. Thus, the project will not increase the demand for police service facilities or personnel. 6. Parks and Recreation: The project will not increase the demand for parks or recreation facilities, as the project will not increase the housing stock in the County. 7. Flood Control and Drainage: The project is not located within a Federal Emergency Management Agency-designated special flood hazard zone and includes the construction of a negligible amount of new impervious surface. Therefore, the establishment of this wireless telecommunications facility is not anticipated to affect any flood control improvements or existing drainage patterns in the area. B. Wireless Access Permit Findings – 88-24.612(b)(4)(A): 1. Required Finding: The facility or substantial change will be designed in a manner that complies with the applicable requirements of Section 88-24.408. Project Finding: The project involves one four-foot canister antenna, and pole extension, to be mounted upon an existing wooden utility pole. Ancillary equipment necessary for the operation of the site would be pole-mounted between 8-18 feet above ground level. The pole top equipment will result in an approximately 9.5-foot increase in height of the pole. The Wireless ordinance limits such height increases to a maximum of 10 feet. All pole-mounted equipment will be painted to match the existing pole; thus minimizing the equipment’s effect on the visual quality of the area, as required by ordinance. All pole-mounted equipment will be mounted a minimum of eight feet above ground level to prevent the disruption of public use of the right of way. Thus the project, as conditioned, will meet the requirements of Section 88-24.408 for facilities located in the public right-of-way. 2. Required Finding: The facility or substantial change will not interfere with the use of the public right-of-way, or existing improvements or utilities located on, in, under or above the public right-of-way. Project Finding: There are no existing sidewalk, curb, gutter, or storm drain improvements existing within the right-of-way adjacent to the pole. Because the antenna and related equipment will not hang over the adjacent roadway and shoulder, the project is not expected to interfere with vehicular travel or parking within the right-of-way. The project includes a wooden pole extension, upon which the antenna will be mounted, to provide separation distance between the existing PG&E power transmission wires and the telecommunications facility as required by the California Public Utilities Commission (CPUC). It is the applicant’s responsibility to maintain compliance with all CPUC regulations throughout the life of the permit. Compliance with all COA’s accompanying this approval and all CPUC regulations ensures the project will not interfere with existing improvements or utilities located on, in, under, or above the public right-of-way. 3. Required Finding: The facility or substantial change will not interfere with any vehicular, bicycle, or pedestrian use of the public right-of-way. Project Finding: The proposed facility will not hang over the existing roadway and shoulder and will not interfere with vehicular or bicycle travel in this area. There are no sidewalks adjacent to the project site. If sidewalk improvements are constructed in the future, the pole-mounted equipment is located at a sufficient height (eight feet minimum) above ground level to ensure it will not obstruct or interfere with pedestrian use of the right-of-way. Therefore, the project will not affect the use of the right-of-way for vehicles, bicycles, or pedestrians. 4. Required Finding: The facility or substantial change will not cause any violation of the accessibility requirements of the Americans with Disabilities Act. Project Finding: The facility will only be accessed by trained professionals for maintenance purposes. The facility will not interfere with vehicular circulation in the public right-of-way and there is no adjacent sidewalk in this area. The lowest equipment on the existing pole will be eight feet above ground level which is adequate height to accommodate ADA compliant path of travel below, should sidewalks be installed in the future. Thus, the project will not cause any violation of the accessibility requirements of the Americans with Disabilities Act. C. California Environmental Quality Act (CEQA) Findings The project is exempt from environmental review pursuant to CEQA Guidelines section 15303, which exempts, among other things, the installation of small new equipment and facilities in small structures. This project consists of minor modifications to an existing PG&E utility pole in the public right of way. As described herein, the project includes one 4-foot antenna, and pole extension, mounted on top of an existing 37.9-foot-tall utility pole, as well as ancillary equipment mounted on the side of the pole. There is no substantial evidence that the project involves unusual circumstances, including future activities, resulting in, or which might reasonably result in, significant impacts which threaten the environment. None of the exceptions in CEQA Guidelines section 15300.2 apply. II. CONDITIONS OF APPROVAL FOR COUNTY FILE #WA17-0016: Project Approval 1. This Wireless Facilities Access Permit approval is granted to allow the establishment of a new Verizon Wireless cell site. The site consists of the following elements attached to an existing utility pole located in the public right-of-way:  Equipment shroud;  Two RRU units (within shroud);  Two Diplexers (within shroud);  Two Power Supply Units (within shroud);  100A Power Meter;  Disconnect switch;  Fiber Demarc Box. 2. The Wireless Access Permit approval described above is granted based on the following information and documentation:  Wireless Access Permit application and supplemental project information submitted to the Department of Conservation and Development, Community Development Division (CDD) on November 9, 2017;  Revised project plans received October 22, 2018  RF Report compiled by Hammett & Edison dated October 17, 2018 and received on October 22, 2018;  PG&E Letter of Authorization dated November 1, 2017;  Photosimulations of antenna and ancillary equipment. Initial Compliance Report Prior to Issuance of a Building Permit 3. Prior to CDD stamp approval of construction plans for the issuance of a building permit, the Applicant shall submit a report addressing compliance with project conditions of approval, for the review and approval of the CDD. The report shall list each condition followed by a description of what the Applicant has provided as evidence of compliance with that condition. Unless otherwise indicated, the Applicant will be required to demonstrate compliance with the conditions of this report prior to issuance of construction permits. The Zoning Administrator may reject the report if it is not comprehensive with respect to applicable requirements for the requested permit. The deposit for review of the Compliance Report is $500.00; the actual fee shall be the cost of time and materials.  Prior to operating the approved telecommunications facility, color photographs showing the as-built condition of the facility shall be submitted for the review and approval of the CDD to verify compliance with these Conditions of Approval. Permit Duration and Permit Review 4. This Wireless Access Permit is granted for a period of ten years and shall be administratively reviewed at five year intervals. The applicant shall initiate the first review by submitting a statement as to the current status of the project to the Zoning Administrator no later than five years following the effective date of the project approval. This review by the Zoning Administrator will be for the purpose of ensuring continued compliance with the conditions of permit approval. Non- compliance with the approved conditions and/or the ordinance code provisions, after written notice thereof, shall be cause for revocations proceedings. For the review of existing commercial wireless communications facilities, submittal shall include photo documentation of existing conditions and equipment for comparison with the applicable approved conditions. The Applicant is encouraged, at the time of each administrative review, to review the design of the telecommunications facility and make voluntary upgrades to the facility for the purpose of improving safety and lessening visual obtrusiveness. A review fee in the amount of $500.00 (subject to time and materials) will be filed through a Compliance Verification application to allow for review of the approved conditions. Party Responsible for Permit Compliance 5. The Permittee (wireless operator) is responsible for keeping the Department of Conservation and Development, Community Development Division (CDD) informed of who is responsible for maintenance of compliance with this permit and how they may be contacted (i.e., mailing and email addresses, and telephone number) at all times. a. Prior to obtaining a building permit, the Permittee shall provide the name of the party (carrier) responsible for permit compliance and their contact information. b. Should the responsible party subsequently change (e.g. faculty is acquired by a new carrier), within 30 days of the change, Permittee shall issue a letter to CDD with the name of the new party who has been assigned permit compliance responsibility and their contact information. Failure to satisfy this condition may result in the commencement of procedures to revoke the permit. Removal of Facility/Site Restoration 6. All structures and equipment associated with the commercial wireless communications facility shall be removed within 60 days of the discontinuance of the use; and the site shall be restored by the Permittee to its original pre- development condition. In addition, the Permittee shall provide the CDD with a notice of intent to vacate the site a minimum of 30 days prior to vacation. Security to Provide for Removal of Equipment 7. Prior to submittal of a building permit for the telecommunications facility the Applicant or Permittee shall provide bond, cash, or other surety, to the satisfaction of the Zoning Administrator, for the removal of the facility in the event that the use is abandoned or the use permit expires, or is revoked, or otherwise terminated. If the Permittee does not remove any obsolete or unused facilities as described above, the financial guarantee shall be used by the County to remove any obsolete or unused facilities and to return the site to its pre-development condition. The financial assurance must be submitted before a permit will be issued. A financial assurance must be irrevocable and not cancelable, except by the County. Each form of financial assurance must remain valid for the duration of the permit and for six months following termination, cancellation, or revocation of the permit. Any unused financial guarantee shall be returned to the Applicant upon termination of the use and removal of the facility or transfer of the lease accompanied by a financial guarantee by the new lessee or owner. The amount of the security shall be based on a cost estimate provided by a contractor or other qualified professional to the satisfaction of the Zoning Administrator. Indemnity Requirement 8. To the fullest extent permitted by law, the applicant shal l defend, indemnify, and hold harmless the county, its officers, employees, contractors, consultants, and volunteers from and against: (1) All claims, losses, damages (including injury or death), liabilities, suits, costs, and expenses, including reasonab le attorney's fees, in any way connected to or arising from the design, construction, installation, use, maintenance, or operation of the facility; and (2) All claims, actions, or proceedings to attack, set aside, void, or annul any decision to approve the application and issue a wireless facility access permit to the applicant, or any other discretionary action of the county related to the issuance of that permit. 9. Insurance Requirement. The applicant shall maintain a policy of general liability insurance, naming the county as an additional insured, in the amount of one million dollars that provides coverage for personal injury, death, and property damage resulting from the construction, installation, use, maintenance, and operation, of the facility. 10. The applicant shall repair, at its sole cost and expense, any damage to the county's or any other person's facilities or improvements caused by the construction of, or substantial change to, the facility. 11. The applicant shall, upon demand by the county or any other public agency, modify, remove, or relocate its facility, or any portion of its facility, without cost or expense to the county or other public agency, if that modification, removal, or relocation is necessary due to abandonment, change of grade, alig nment, or widening of any street, sidewalk, or other public facility, or due to the construction, maintenance, or operation of any other underground or aboveground facility, including but not limited to sewers, storm drains, conduits, gas, water, electric, or other utility systems, or pipes owned by the county or any other public agency. 12. The applicant shall provide the zoning administrator, within one hundred eighty days after the facility is operational, all information required by the zoning administrator to confirm that the facility complies with the requirements of this chapter and with the wireless facility access permit issued under this chapter. General Provisions 13. A minor alteration to this Wireless Access Permit may be issued if the proposed modification(s) are not considered a substantial modification as stated under federal low (Title 47, Section 1.40001). A minor alteration (or collocation) has a term that is the shorter of the following: A. 10 years; or B. The duration, including any renewal period, of the permit that authorizes the existing facility on which the new facility will be collocated or on which the minor alteration will occur. 14. The conditions contained herein shall be accepted by the Applicant, their agents, lessees, survivors or successors for continuing obligation. 15. At all times the facility shall comply with the applicable rules, regulations, and standards of the FCC and other agencies having jurisdiction, and any other applicable Federal, State, and County laws and regulations. 16. The facility shall be operated in such a manner as not to contribute to ambient RF/EMF emissions in excess of then current FCC adopted RF/EMF emission standards. 17. The equipment shall be maintained in good condition over the term of the permit. This shall include keeping the structures graffiti-free. 18. Antennas, towers, cabinets, and mountings shall not be used for advertising. 19. No lights or beacons may be installed on any antenna or antenna support structure, unless lights or beacons are required by a state or federal agency having jurisdiction over the antenna or antenna support structure, such as the California Public Utilities Commission, Federal Communications Commission, or Federal Aviation Administration, or if lights or beacons are recommended by the County Airport Land Use Commission. 20. The facility, all fences and walls surrounding a facility, and all other fixtures and improvements on the facility site must be repainted as often as necessary to prevent fading, chipping, or weathering of paint. Equipment must be painted to match the utility pole. Exterior Noise 21. Prior to final building inspection, the Applicant shall submit evidence for review and approval of the CDD that the wireless telecommunications facility meets acceptable exterior noise level standards as established in the Noise and Land Use Compatibility Guidelines contained in the Noise Element of the County General Plan. The evidence can either be theoretical calculations for identical equipment or noise monitoring data recorded on the site. Camouflaging 22. All proposed antennas, antenna supports, and conduits shall have a non -reflective finish. Paints with a reflectivity less than 55 percent are required. Color photographs showing the as-built condition shall be submitted for review of the CDD staff to verify compliance with this Condition of Approval within 30 days of completing construction. Frequency Interference 23. The facility may not be operated at a frequency that will interfere with an emergency communication system or 911 system, including any regional emergency communication system. Work Restrictions 24. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project-related contractors. 25. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. 26. The site shall be maintained in an orderly fashion. Following the cessation of construction activity, all construction debris shall be removed from the site. 27. Large trucks and heavy equipment are subject to the same restrictions that are imposed on construction activities, except that the hours are limited to 9:00 AM to 4:00 PM. 28. A publicly visible sign shall be posted on the property with the telephone number and person to contact regarding construction-related complaints. This person shall respond and take corrective action with 24 hours. The CDD phone number shall also be visible to ensure compliance with applicable regulations. 29. All construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on state and federal holidays on the calendar dates that these holidays are observed by the state or federal government as listed below: • New Year's Day (State and Federal) • Birthday of Martin Luther King, Jr. (State and Federal) • Washington's Birthday (Federal) • Lincoln's Birthday (State) • President's Day (State and Federal) • Cesar Chavez Day (State) • Memorial Day (State and Federal) • Independence Day (State and Federal) • Labor Day (State and Federal) • Columbus Day (State and Federal) • Veterans Day (State and Federal) • Thanksgiving Day (State and Federal) • Day after Thanksgiving (State) • Christmas Day (State and Federal) For details on the actual date the state and federal holidays occur, please visit the following websites: Federal Holidays: www.federalreserve.gov/aboutthefed/k8.htm California Holidays: www.sos.ca.gov/holidays.htm Application Processing Fees 30. The Wireless Access Permit application was subject to an initial deposit of $4,000.00, which was paid with the application submittal, plus time, and material costs if the application review expenses exceed 100% of the initial deposit. Any additional fee due must be paid prior to issuance of a building permit, or within 60 days of the effective date of this permit, whichever occurs first. The fees include costs through permit issuance and final file preparation. Pursuant to Contra Costa County Board of Supervisors Resolution Number 2016/331, where a fee payment is over 60 days past due, the application shall be charged interest at a rate of 10% from the date of approval. The Applicant may obtain current costs by contacting the project planner. A bill will be mailed to the Applicant shortly after permit issuance in the event that additional fees are due. 31. Within 15 days of the antenna being installed, Verizon shall take RF power density measurements with the antenna operating to verify the level reported meets the requirements of the FCC and to ensure that the FCC public exposure level is not exceeded in any publicly accessible area. This measurement shall be taken again if any equipment is added or replaced. Verification of these measurements shall be submitted to CDD for review and to confirm that the requirements of the Ordinance Code have been met. PUBLIC WORKS SPECIAL ROAD ENCROACHMENT PERMIT CONDITIONS OF APPROVAL FOR PERMIT WA17-0016 32. Verizon Wireless (permittee) shall comply with the requirements of Title 8, Title 9 and Title 10 of the Ordinance Code, any exception(s) must be stipulated in these Special Road Encroachment Permit Conditions. These Special Road Encroachment Permit Conditions are based upon the site plan a submitted to the Department of Conservation and Development, Community Development Division on October 22, 2018. 33. This encroachment permit is being issued only for the County ow ned section of Smith Road (Road No. 4837A) adjacent to 279 Smith Road on Verizon Wireless “SF STONE VALLEY 005 (NEAR) SMITH ROAD & OAK ROAD ALAMO CA 94507” plans dated October 22, 2018. Project #20171517811 34. Verizon Wireless / Epic Wireless shall provide written evidence to the Public Works Department from the owner of the street light/utility pole (PG&E) that they authorize the cell site improvements on the existing street light/utility pole. PG&E utility pole PSL #433513 35. Verizon Wireless shall provide evidence to the Public Works Department, Real Property Division that they are included in the statewide franchise agreement issued by the CPUC (California Public Utilities Commission); or, if unable to do so, Verizon Wireless shall enter into a license agreement with the County. 36. Verizon Wireless / Epic Wireless shall notify the United States Postal Service, the emergency services and the proper garbage collection agency to coordinate services to the residents of Smith Road if the construction operations will disrupt normal services. ADMINISTRATION 37. Scheduling inspection. All work authorized by the permit must be inspected. Permittee shall arrange for an inspection by telephoning Paul Tehaney @ (925) 595-6012 or by email pteha@pw.cccounty.us. If you cannot reach the inspector, contact the construction office at (925) 313-313-2320. 38. Encroachment permit on site. A copy of this encroachment permit shall be available for review on site for the duration of the right-of-way encroachment allowed by this permit. The encroachment permit shall be shown upon request to any police officer or any employee of the County with jurisdictional responsibility over activities in the public right-of-way. If a County employee requests to see a copy of this encroachment permit and the encroachment permit is not available a Stop Work Order may be issued until a copy of the encroachment permit is available for review on site. 39. Approved plans. All works shall be per the plans reviewed and approved by the County. Any proposed changes to the approved plans must be reviewed and approved by the County. 40. Emergency contact. Permittee shall identify an individual who will be available 24 hours per day with the responsibility and authority to respond to emergencies related to the construction work. Permittee shall report the name and telephone number of the individual to Bob Hendry at the Permit Center prior to the start of work. Mr. Hendry can be reached at (925) 674-7744. No work within the County road right-of-way shall be allowed until the emergency contact is reported to Mr. Hendry. 41. Quality control plan. The Contractor shall be responsible for controlling the quality of material entering the work and the work performed, and shall perform testing to ensure control. Prior to start of work the Contractor shall submit to the construction inspector a Quality Control Plan that must describe the methods and frequency of testing, implementation of corrective actions as necessary, and reporting of test results. 42. Pre-construction meeting. The permittee shall hold a pre-construction meeting with the County’s construction inspector at least one week prior to the start of work. No work within the County road right-of-way shall be allowed until the pre- construction meeting has been held. 43. Damage to utility facilities. If the permittee’s work damages a utility facility while performing the work covered by this encroachment permit the permittee or permittee’s contractor shall contact the construction inspector within two (2) days of damaging the facility. 44. Final inspection. The permittee shall hold a final inspection meeting with the construction division representative of Public Works. All County concerns shall be resolved before the work is accepted as complete. A signed off permit from another permitting agency or utility company does not guarantee acceptance by the County Public Works Department. 45. Staff charges. Permittee is responsible for all staff charges associated with this encroachment permit. The encroachment permit will not be signed off as complete until all the review and inspection charges are paid in full. 46. Indemnification. The permittee agrees to save, indemnify and hold harmless the County of Contra Costa or its representatives from all liabilities imposed by law by reason of injury to or death of any person or persons or damage to property which may arise out of the work covered by this permit and doe s agree to defend the County in any claim or action asserting such action. Accepting this permit or starting any work hereunder shall constitute acceptance and agreement to all of the conditions and requirements of this permit and the ordinance and specifications authorizing issuance of such permit. 47. Insurance. The permittee or the permittee’s contractor shall furnish an acceptable certificate of insurance naming Contra Costa County, its employees, officials and agents as additionally insured. See Attachment 1A for insurance requirements. 48. County standards. All work shall conform to Contra Costa County Standard Plans and Specifications, except as noted, and may be modified by the County’s representative to meet field conditions. 49. Location of facilities. All facilities being installed shall be located in compliance with County Standard Drawing CU60 and in compliance with County Standard Drawing CA10 when located at or near an intersection. 50. ADA compliance. All new facilities shall provide the minimum required ADA clearances (4’ sidewalk width). 51. Weather. Work covered under this encroachment shall not be allowed: a. If it is raining at the beginning of the work day no work shall be started without the approval of the Construction inspector. b. If rain begins during the work day, work covered under this encroachment permit may be suspended at the direction of the Construction inspector. c. Work covered under this encroachment that is suspended due to rain shall be allowed to commence once the work area within the road right-of-way has sufficiently dried and at the direction of the Construction inspector. 52. Working hours. For the purposes of this permit, working hours are defined as follows: 7 A.M. to 5 P.M. Monday through Friday, except legal holidays. TREE PROTECTION 53. Protecting existing trees. Except where otherwise provided by the involved permit’s conditions of approval or approved permit application, on all properties where mature trees are required to be saved during the course of construction, the permittee shall follow the following tree preservation standards. The Permit construction plans shall include these requirements as notes: a. Prior to the start of any clearing, stockpiling, trenching, grading, compaction, paving or change in ground elevation on a site with mature trees to be preserved, the applicant shall install temporary fencing at the dripline or other area determined by an arborist report of all trees adjacent to or in the area to be altered, and provide evidence of same (e.g., pho tos) to Public Works. Prior to grading or commencement of project improvements, the fences may be inspected and the location thereof approved by appropriate County staff. b. No grading, compaction, stockpiling, trenching, paving or change in ground elevation shall be permitted within the dripline of a mature tree unless indicated on the site/grading plan approved by the County and addressed in any required report prepared by an arborist. If grading or construction is approved within the dripline of a mature tree, an arborist may be required to be present during grading operations. The arborist shall have the authority to require protective measures to protect the tree roots. All arborist expense shall be borne by the permittee unless otherwise provided by the permit conditions. c. The permittee shall not park or store vehicles, equipment, machinery, or construction materials within the dripline of any tree to be saved. d. The permittee shall not dump oils or chemicals within the dripline of any tree to be saved. e. The permittee will replace any mature tree that dies within 2 years of projected- related excavation within its dripline 54. Notification of tree damage. The permittee shall notify Public Works of any damage that occurs to any mature tree during the construction process. If significant damage to any mature tree not approved for destruction or removal occurs, the permittee shall either: a. Repair any damage as determined by a certified arborist that is designated by the Public Works Director or his/her designee; or b. Replace the damaged tree with a tree or trees of equivalent size and of comparable species, as determined by the Public Works Director or his/her designee to be reasonably appropriate for the particular situation. TRAFFIC 55. Traffic control plan. The permittee shall provide a traffic control plan conforming to the “California Manual on Uniform Traffic Control Devices,” when work will entail a lane closure. The traffic control plan shall include information of the types of, and outrigger support for, boom trucks to determine the roadway clearance necessary during construction. The County’s resident engineer/inspector must review the traffic control plan prior to the start of work. 56. Advanced warning signs. The permittee shall place temporary advance warning signs to alert motorists to construction work ahead whenever trucks or construction equipment are entering or leaving the construction site or when equipment is within the road right of way. 57. Traffic non-working hours. All traffic lanes shall be open to the public during non- working hours. 58. Emergency access. The permittee shall provide emergency access to the job site and to any adjacent private property at all times. 59. Advanced notification. The permittee shall provide a minimum of 48 hours advance notification to property owners whose access will be obstructed by construction operations. The notification shall include the date(s) of construction along the frontage that will obstruct a property owner’s access. 60. Property access. The permittee shall reasonably accommodate a property owner’s requests to cross the work zone to enter or leave their property. In no case shall the permittee block an owner’s access for more than 30 minutes. 61. Traffic impediment. The permittee shall not impede or impair vehicle, bicycles or pedestrian access to or within the right of way of Smith Road. 62. Temporary pavement delineators. Temporary pavement delineation shall be furnished, placed, maintained and removed where the existing pavement delineation has been removed or damaged by the construction. Temporary pavement delineation shall be removed prior to the placing of the permanent pavement delineation. Temporary raised pavement markers shall be placed at the existing traffic stripe locations at intervals of not more than 24 feet. On double traffic stripes two markers shall be placed side by side, one on each stripe, at longitudinal intervals of not more than 12 feet. At crosswalks and limit lines temporary raised pavement markers shall be placed at the existing crosswalk/limit line locations at intervals of not more than two (2) feet. Prior to opening the lanes to uncontrolled traffic the covers shall be removed from the temporary raised pavement markers. Temporary raised pavement markers shall be reflective and the same color as the permanent stripe and shall be of the following or equal: Reflective Temporary Raised Pavement Marker (Types Y and W), manufactured by Davidson Plastics Company (DAPCO), 18726 East Valley Highway, Kent, WA 98032, Telephone (206) 251-8140. MV Plastics Chip Seal Marker (1280/1281 Series with Reflexite Polycarbonate, PC 1000, reflector unit), manufactured by MV Plastics, Inc., 533 West Collins Avenue, Orange, CA 92667, Telephone (714) 532-1522. The markers shall be placed in accordance with the manufacturer’s installation procedure instructions. 63. Pedestrians. The permittee shall provide safe pedestrian and bicycle access through the project site at all times. TRENCHING 64. Underground Service Alert (USA). USA must be contacted prior to excavating in a County road right of way. Telephone 811. Any work found in progress with a valid USA number will be shut down and the roadway cleared. All USA and/or temporary survey pavement markings shall be removed by the permittee at the completion of work to the satisfaction of the County Public Works Construction inspector. 65. Trench detail. Trench excavation and backfill requirements shall follow County Standard Plan, “Utility Trench Cut Detail,” drawing # CU01. 66. Installing facilities under sidewalk. Hand digging or tunneling under the curb/gutter and sidewalk shall not be allowed. The sidewalk, curb and gutter shall be removed as needed for the facility installation, and then replaced according to County standards. 67. Existing pavement striping. All existing pavement striping, markings and markers damaged or disturbed shall be replaced in kind. 68. Crack sealing. Where the asphalt pavement has been cut by the permittee in anticipation of trenching and no trenching is performed (over extended saw cut beyond the limits of the trench excavation, abandoning the project, etc.), the applicant shall seal the cut in the asphalt pavement with Crafco, rubberized asphalt Type II crack sealing material (or approved equal) according to the manufacture’s specifications. 69. Pavement. Temporary paving (or permanent pavement) shall be placed at the end of each workday. Until the final paving is in place, the temporary paving shall be maintained as needed and provide a smooth riding surface (level with the surrounding road surface). If the permittee fails to maintain the temporary paving County forces may address any needed maintenance to the temporary paving/trench cut and the permittee will be charged the cost plus appropriate overhead charges. Temporary pavement shall be 1.5-inches minimum thickness of ½-inch, Type A hot mix asphalt (HMA) and shall be replaced as specified in Item 7 of this section with permanent pavement. If permanent paving is not completed as specified, County forces may pave it and the permittee will be charged the cost plus appropriate overhead charges. 70. Hot mix asphalt special conditions. Section 39 (revised October 16, 2014) County Standard Plans. SECTION 39 HOT MIX ASPHALT SPECIFICATIONS 39 GENERAL The work included in this section shall be performed as shown on the Plans and in accordance with the requirements of Section 39, "Hot Mix Asphalt" of the State of California Standard Specifications (including amendments) and these Standard Specifications. 39-1.0 MATERIALS 39-1.01 ASPHALT The amount of asphalt binder to be mixed with the aggregate for hot mix asphalt (HMA) for paving shall be determined in conformance with the requirements in California Test 367. The Contractor shall submit asphalt concrete mix designs sufficiently in advance of manufacturing to allow for County review and approval. The County may direct the amount of asphalt binder to be mixed with the aggregate. In the event that an increase or decrease is ordered, the unit price of asphalt concrete items stated in the Contractor's proposal shall be considered valid to cover any cost relating to the addition or reduction of liquid asphalt quantity and no adjustment in compensation will be made therefor. Asphalt binder to be mixed with aggregate shall be a steam-refined paving asphalt in conformance with the provisions in Section 92, "Asphalts", of the State Standard Specifications. PG 64-10 asphalt binder shall be used for all applications. 39-1.02 AGGREGATE Aggregate for the Hot Mix Asphalt shall be either ½-inch HMA Type A or B, as designated by the County. 39-1.04 HOT MIX ASPHALT Hot Mix Asphalt stored in excess of 15 hours shall not be used in the work. Hot Mix Asphalt placed in the top layer of the surfacing shall be obtained from only one asphalt plant. 39-2.0 PLACEMENT Asphalt concrete shall be spread and compacted as shown on the plans. All layers shall be spread with a self-propelled paving machine. Motor graders or loaders with special paving attachments will not be considered a self-propelled paving machine. Asphalt concrete shall be compacted and finished in conformance with said Section 39, amended as follows: Compacting Equipment: The Contractor shall furnish a sufficient number of rollers to obtain the specified compaction and surface finish required by these specifications. All rollers shall be equipped with pads and water systems that prevent sticking of asphalt mixtures to the pneumatic or steel-tired wheels. A parting agent, which will not damage the asphalt mixture, as determined by the County, may be used to aid in preventing the sticking of the mixture to the wheels. Asphalt concrete shall be compacted by any means to obtain the specified relative compaction before the temperature of the mixture drops below 150°F. Additional rolling to achieve the specified relative compaction will not be permitted after the temperature of the mixture drops below 150°F or once the pavement is opened to public traffic. When vibratory rollers are used as finish rollers, the vibratory unit shall be turned off. Section 39-2 “STANDARD CONSTRUCTION PROCESS,” of the State Standard Specifications is replaced as follows: The mix design submitted for the job should include Stabilometer testing in accordance with California Test 366. The testing shall represent a sample of the submitted mix design performed within the previous 12 months of the mix design submittal date. Sampling and testing shall be performed by qualified representatives of a third-party testing agency employed by the Developer. A sample of Hot Mix Asphalt shall be collected in the field for every 750 tons of material placed, or portion thereof, and a sample of aggregate shall be collected from the mix plant on the first day of paving. A minimum of one sample of Hot Mix Asphalt should be collected per day of paving, regardless of amount of Hot Mix Asphalt placed. Hot Mix Asphalt shall be compacted to a relative compaction of not less than ninety- two and not more than ninety-seven percent and shall be finished to the lines, grades and cross section shown on the Plans. In-place density of Hot Mix Asphalt will be determined prior to opening the pavement to public traffic. Relative compaction will be determined by California Test 375. Maximum theoretical density will be determined in conformance with California Test 309. If the test results for a quantity of Hot Mix Asphalt indicate that the relative compaction is below ninety-two percent or greater than ninety-seven percent, the Contractor will need to adjust his/her materials or his/her procedures, or both. Hot Mix Asphalt spreading operations shall not continue until the Contractor has notified the County of the adjustment that will be made in order to meet the required compaction. Mitigation for lots of out of specification Hot Mix Asphalt compaction will be as follows: COMPACTION Level* Mitigation Less than 88 percent Rejection 88 to 90 percent HMA Overlay with reinforcing layer such as GlasGrid or equivalent 90 to 92 percent Slurry Seal Greater than 97 percent Slurry Seal * Obtained by California Test 309. If the test results for any quantity of asphalt concrete indicate that the relative compaction is less than eighty-eight percent, the asphalt concrete represented by that lot shall be removed. Hot Mix Asphalt spreading operations shall not continue until the Contractor makes significant adjustments to his/her materials or procedures or both in order to meet the required compaction. The adjustments shall be agreed to by the County. Testing of the plant sampled aggregate shall include Aggregate Gradation (per California Test 202) and Aggregate Sand Equivalent (per California Test 217). If testing indicates that the gradation falls outside the tolerance range for any sieve size, production shall stop and paving may not continue until testing demonstrates that the issue has been resolved. Likewise, if the Sand Equivalent falls below 47 or 42 for Type A or Type B Hot Mix Asphalt, respectively, paving shall be halted until subsequent testing indicates that the aggregate used is in conformance. Paving that was performed between startup and halting paving operations for out -of- specification aggregate shall be subject to a slurry seal, at the County’s discretion. Additional testing of Hot Mix Asphalt shall include Asphalt Binder Content per California per (California Test 379 or 382). Following paving operations, the pavement shall be cored to verify Hot Mix Asphalt thickness. The following tables describe required results of these tests and mitigation necessary for not meeting specification. * Obtained by California Test 379 or 382. PAVEMENT THICKNESS Thickness less than plan Mitigation ¼ inch Slurry Seal ½ inch Overlay * Obtained by California Test 375. Alternative methods to the mitigation listed above proposed by the Developer should be provided to the County in writing for review and should be approved prior to implementation. The Contractor shall not perform paving operations when the weather is rainy or foggy. It shall be the Contractor's responsibility, based on weather predictions, to schedule his/her paving operations to avoid paving in the rain or fog. Hot Mix Asphalt shall not be placed on any surface that contains ponded water or excessive moisture in the opinion of the County. If paving operations are in progress and rain or fog forces a shutdown, loaded trucks in transit shall return to the plant. BINDER CONTENT Percent* Mitigation Less than 5.4 percent Slurry Seal The Contractor shall furnish and use canvas tarpaulins to cover all loads of asphalt concrete from the time that the mixture is loaded until it is discharged from the delivery vehicle. Batch data and load slips shall be presented to the County as asphalt is delivered to the project site to allow verification of location and use. Failure to do so may result in required removal of questionable quantities. Handwork, raking, and repetitive handling of any asphalt concrete shall be minimized. The broadcasting of any loose or excess asphalt concrete material onto the rolled mat is prohibited. Any Hot Mix Asphalt material that has fallen onto the adjacent roadway surface shall either be raked against the edge of the mat or removed from the site. Failure to comply with this requirement may result in the rejection of the finished paving by the County. Sections 39-3, 39-4, 39-5, and 39-6 of the State Standard Specifications do not apply to this work. In the event of a dispute between testing performed by the Developer’s representative and any testing performed on behalf of the County, the County’s results will prevail. 71. Protecting open excavations. An excavation that remains unfilled after working hours shall be covered with steel plates or protected with other protective barriers adequate to prevent entry by pedestrians and vehicles. 72. Trench plates. When multiple steel plates, used to temporarily cover the working end of a trench or pit, are subject to traffic loading, the plates shall be tack welded together so that they act as a unit. Asphalt concrete shall be placed to provide a smooth transition from the pavement to plate surfaces. The transition shall be at a 12(hor): 1(ver) slope (maximum). 73. Trench plate surface. The exposed surface of trench plates shall be roughened to provide traction equivalent to the adjacent road surface. 74. Time limit on trench plates. The use of trench plates shall be limited to five (5) working days at the site. 75. Expiration date. The County has provided the permittee with an encroachment permit expiration date of that provides the permittee with flexibility for contracting the project and/or scheduling of the work. The County wants to minimize the time that our pavement is disturbed (time from initial pavement excavation to final trench paving). Therefore, the County is requiring that all work described in this permit, including finish paving, be completed within 20 working days from the day that the pavement is excavated. 76. Clean Water/NPDES. Comply with the County’s clean water requirements during all construction activities. Use Best Management Practices to comply with the County’s NPDES ordinances and permits. 77. Air Quality. Comply with Bay Area Air Quality Management District, Federal Clean Air Act and State of California Air Quality Standards. 78. Trench location. All trenching shall be performed outside the road pavement. EXISTING FACILITIES 79. Use of sidewalks. No vehicles or equipment shall be parked on or driven on the sidewalks. 80. Existing facilities. All signs, pavement stripes and markings, delineators, fences, ditch linings, drainage structure and pipes, AC dikes, and other improvements damaged or disturbed by construction shall be replaced in kind. 81. Damage to County facilities. If any County facility is damaged the permittee or the permittee’s contactor shall contact the construction inspector with in two (2) hours of the facility being damaged. 82. Drainage. All drainage shall be kept open and the existing drainage pattern maintained. 83. Exiting curb, gutters and sidewalks. Portland Cement concrete sidewalks, curbs, gutter and other pavements damaged or disturbed by construction shall be removed to the nearest expansion or weakened plane joint and replaced to match adjacent concrete improvements in conformance with County Standard Plans and Specifications. 84. Landscaping. Any landscaping displaced or damage during the construction shall be replaced in kind. 85. Pedestrians. The permittee shall provide for redirecting pedestrians around the construction area when the permittee’s work prevents public access or creates unsafe conditions along the sidewalks. HOUSEKEEPING 86. Encroachment permit on site. A copy of this encroachment permit shall be available for review on site for the duration of the right-of-way encroachment allowed by this permit, and shall be shown upon request to any police officer or any employee of the County with jurisdictional responsibility over activities in the public right-of-way. 87. Use of right of way. No equipment, and /or stockpiles or other materials shall be left overnight in the road right-of-way. 88. Cleaning right of way. The permittee shall assure that the traveled way available to the public remains free of dirt, rock, debris, and construction materials at all times. At the end of each workday, or at the direction of the inspector, the traveled way and paved shoulders shall be swept clean, and if necessary washed clean, to remove dirt, rock and debris. If washing is performed, the permittee shall provide all necessary controls to prevent sediment from entering drainage inlets and creeks. 89. Non-working hours. With the exception of emergency work, no construction activities (including idling of equipment) shall take place during non-working hours. 90. Private property. Construction within the right-of-way does not allow for use of private property as a laydown area for construction-related equipment and supplies. SHOULDERS 91. Reconstructing shoulders. All disturbed shoulder areas shall be reconstructed to restore the cross slopes and longitudinal drainage that existed prior to the project by placing shoulder backing material conforming to the following specification over a compacted and smoothly graded subgrade: SHOULDER BACKING The material for shoulder backing shall be imported material conforming to the following grading and quality requirements: GRADING REQUIREMENTS Sieve Sizes Percentage Passing 2 inch 100 1 inch 75 – 100 No. 4 35 – 80 No. 30 15 – 55 No. 200 5 - 25 QUALITY REQUIREMENTS Specification Test Requirement Sand Equivalent CA 217 10 min. Resistance (R-Value) CA 301 40 min. Plasticity Index CA 204 8 min. The areas where shoulder backing is to be constructed shall be cleared of all weeds, grass and debris. Removed weeds, grass and debris shall be disposed of outside of the road right-of-way in accordance with Caltrans Specifications Section 7-3.13 92. Shoulder backing. A minimum thickness of 4-inches of shoulder backing shall be placed over disturbed shoulder areas but in no case shall the width of the shoulder backing be less than 3-feet unless otherwise approved in writing by the County inspector. Compaction shall conform to Caltrans Specification 19-5.03 (95% relative lab. max.) Preserving Survey Monumentation Assembly Bill 1414 became effective January 1, 1995. Part of this legislation provides for the preservation of Survey Monuments for construction projects. This legislation mandates that prior to construction survey monuments are to be referenced in the field and “Corner Records” are filed with the County Surveyor. After construction, monuments are to be reset and “Corner Records” filed with the County Surveyor. These must be completed prior to project completion certification. It is our interpretation that preservation of survey monuments is required for any activity that disturbs existing monuments not just “road work.” Therefore: All survey monuments shall be preserved, referenced and/or replaced pursuant to Section 8771 of the Business and Professions Codes. SECTION 1. Section 8771 of the Business and Professions Code is amended to read: 8771. Monuments set shall be sufficient in number and durability and efficiently placed so as not to be readily disturbed, to assure, together with monuments already existing, the perpetuation or facile re-establishment of any point or line of the survey. When monument exist which control the location of subdivisions, tract, streets, or highways, or provide survey control, the monuments shall be located and referenced by or under the direction of a licensed land surveyor or registered civil engineer prior to the time when any streets or highways are reconstructed or relocated and a corner record of the references shall be filed with the county surveyor. They shall be reset in the surface of the new construction, a suitable monument box placed thereon, or permanent witness monuments set to perpetuate their location and a corner record filed with the county surveyor prior to the recording of a certificate of completion for the project. Sufficient controlling monuments shall be retained or replaced in their original positions to enable land lines, property corners, and tract boundaries to be re-established without devious surveys necessarily origination on monuments differing from those that currently control the area. It shall be the responsibility of the governmental agency or others performing construction work to provide for the monumentation required by this section. It shall be the duty of every land surveyor or civil engineer to cooperate with the governmental agency in matters of maps, field notes, and other pertinent records. Monuments set to mark the limiting lines of highways, roads, or streets shall not be deemed adequate for this purpose unless specifically noted on the records of the improvement work with direct ties in bearing or azimuth and distance between these and other monuments of record. General Requirements 93. Applicant shall submit improvement plans prepared by a registered civil engineer, if necessary, to the Public Works Department and pay appropriate fees in accordance with the County Ordinance and these conditions of approval. The below conditions of approval are subject to the review and approval of the Public Works Department. Access to Adjoining Property 94. Applicant shall not impede or impair vehicle, bicycles of pedestrian access to or within the rights-of-way of Smith Road. 95. For construction activities if necessary, applicant shall submit a traffic control plan for review and approval of the Public Works Department prior to starting work. The traffic control plan shall include information of the types of, and outrigger support for, boom trucks to determine the roadway clearance necessary during construction. Proof of Franchise Agreement/Owner of Pole Authorization 96. Applicant shall provide evidence to the Public Works Department, Real Property Division that they are included in the statewide franchise agreement issued by the CPUC (California Public Utilities Commission); or, if unable to do so, the applicant shall enter into a license agreement with the County. 97. Applicant shall provide written evidence to the Public Works Department from the owner of the streetlight/utility pole (PG&E) that they authorize the cell site improvements on existing streetlight/utility pole. ADVISORY NOTES PLEASE NOTE ADVISORY NOTES ARE ATTACHED TO THE CONDITIONS OF APPROVAL, BUT ARE NOT A PART OF THE CONDITIONS OF APPROVAL. ADVISORY NOTES ARE PROVIDED FOR THE PURPOSE OF INFORMING THE APPLICANT OF ADDITIONAL ORDINANCE AND OTHER LEGAL REQUIREMENTS THAT MUST BE MET IN ORDER TO PROCEED WITH DEVELOPMENT. A. NOTICE OF 90-DAY OPPORTUNITY TO PROTEST FEES, DEDICATIONS, RESERVATIONS, OR OTHER EXACTIONS PERTAINING TO THE APPROVAL OF THIS PERMIT. This notice is intended to advise the applicant that pursuant to Government Code Section 66000, et. seq., the applicant has the opportunity to protest fees, dedications, reservations, and/or exactions required as part of this project approval. The opportunity to protest is limited to a ninety-day (90) period after the project is approved. The 90-day period in which you may protest the amount of any fee or imposition of any dedication, reservation, or other exaction required by this approved permit, begins on the date this permit was approved. To be valid, a protest must be in writing pursuant to Government Code Section 66020 and delivered to the CDD within 90-days of the approval date of this permit. B. The applicant shall submit building plans to the Building Inspection Division and comply with Division requirements. It is advisable to check with the Division prior to requesting a building permit or proceeding with the project. C. The applicant is responsible for contacting the Environmental Health Division regarding its requirements and/or obtaining additional permits as it may be required as part of the proposed project. D. The applicant shall comply with the requirements of the San Ramon Valley Fire Protection District. The applicant is advised that plans submitted for a building permit must receive prior approval and be stamped by the Fire Protection District as applicable. G:\Current Planning\curr-plan\Staff Reports\Wireless Access (WA)\WA17-0016\BOS\WA17-0016 -BOS FINDINGS_COAs.docx Public Right-of-Way Near 279 Smith Road, Alamo Wireless Access Permit Appeal County File #WA17-0016 Contra Costa County Board of Supervisors Tuesday, May 7, 2019 Project Description This is a hearing for an appeal of the County Planning Commission’s decision to deny an appeal and uphold the decision of the County Zoning Administrator to approve a Wireless Facilities Access Permit to establish a new Verizon Wireless cell site attached to an existing utility pole in the public right-of-way near 279 Smith Road in the Alamo area of unincorporated Contra Costa County. General Plan and Zoning Maps Aerial Photo Background The County Zoning Administrator (ZA)approved #WA 17-0016 at the public hearing held on December 17,2018. Karl Gross and Alamo Oaks Homeowners appealed the ZA decision on December 24,2018. The County Planning Commission approved #WA 17-0016 at the Planning Commission meeting held on February 13,2019. On February 25,2019,Lowell Tunison,a signatory of the Alamo Oaks Homeowners Appeal,appealed the County Planning Commission’s decision. Summary of Appeal Points Summary of Appeal Point #1:The site should be located along Stone Valley Road where other cellular facilities are located. Summary of Appeal Point #2:The Conditions of Approval recommended by planning staff ignore Ordinance Code Section 88-24.408(f)(2)(B),which calls for undergrounding of ancillary equipment. Summary of Appeal Point #3:The proposed pole-mounted equipment faces directly towards the residence at 279 Smith Road.The proposed equipment shroud makes pole-mounted equipment stand out even more. Photo Simulation (Looking Southwest) Photo Simulation (Looking East) Shroud vs. No Shroud Comparison Proposed Design Shroud Removed Elevations Elevations Staff Recommendation Staff recommends that the Board of Supervisors DENY the appeal and UPHOLD the County Planning Commission's decision to approve County File #WA 17-0016. QUESTIONS? RECOMMENDATION(S): 1. OPEN the hearing on the proposed formation of Zone 505 within County Service Area P-6; CONSIDER all oral and written comments; and CLOSE the hearing. 2. DETERMINE whether a majority protest of the voters residing within the boundaries of proposed Zone 505 exists pursuant to Government Code Section 25217.1(b)(1). In the event that the Board determines a majority protest exists, TERMINATE the proceedings. 3. If the Board determines a majority protest does not exist, ADOPT Resolution No. 2019/148, attached hereto, establishing Zone 505 of County Service Area P-6 subject to voter approval of a special tax to fund police protection services within the zone. FISCAL IMPACT: The cost of establishing the Police Service District and the election is paid for by the developer of the subdivision. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena D. 6 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:HEARING TO CONSIDER THE PROPOSED FORMATION OF ZONE 505 IN THE COUNTY SERVICE AREA OF P-6 IN THE DISCOVERY BAY AREA. (DISTRICT III) BACKGROUND: Per the conditions of approval for Subdivision No. #9278 (County File #SD09-9278), prior to recording the final map for the subdivision, the subdivider is required to establish a special police services tax district for the subdivision in order to provide additional funding to augment police services in the area of the subdivision. The property to be placed within the special tax district consists of a vacant 20-acre site located east of Bixler Road, west of Newport Drive in the Discovery Bay area. On March 26, 2019, the Board granted conceptual approval for a July 9, 2019, ballot measure seeking approval of a special tax to fund an increase in the level of police protection services that is provided in the Discovery Bay area. On March 26, 2019, the Board approved Resolution No. 2019/77, as required by Government Code Section 25217, subdivision (b), as the first step in forming a new zone within County Service Area (CSA) P-6. The proposed zone would serve as the vehicle to collect special taxes within the proposed zone if a special tax measure is approved by voters on July 9, 2019. Pursuant to Government Code Section 25217.1, subdivision (a), at the public hearing, the Board is required to hear and consider any protests to the formation of the zone. Pursuant to Government Code Section 25217.1, subdivision (b)(1), in the case of inhabited territory, if at the conclusion of the public hearing, the Board determines that more than 50 percent of the total number of voters residing within the proposed zone have filed written objections to the formation, then the Board shall determine that a majority protest exists and terminate the proceedings. If there is no majority protest, the Board may continue the proceedings to form the zone by adopting Resolution No. 2019/148, which would establish Zone 505 subject to voter approval of the special tax. A separate hearing is also scheduled for May 7, 2019, to consider the adoption of an ordinance authorizing the levy of the tax. CONSEQUENCE OF NEGATIVE ACTION: Zone 505 would not be formed and the subdivider would be unable to comply with the conditions of approval of the project. The subdivider would be unable to record the final map for the subdivision. CLERK'S ADDENDUM Opened the hearing on the proposed formation of Zone 505 within County Service Area P-6; Considered all oral and written comments; and Closed the hearing. Determined there was no majority protest of the voters residing within the boundaries of proposed Zone 505 exists pursuant to Government Code Section 25217.1(b)(1). Adopted Resolution No. 2019/148, attached hereto, establishing Zone 505 of County Service Area P-6 subject to voter approval of a special tax to fund police protection services within the zone. AGENDA ATTACHMENTS Resolution 2019/148 Exhibit A - Legal Description Exhibit B - Plat Map Archived Resolution No. 2019/77 MINUTES ATTACHMENTS Signed Resolution 2019/148 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/148 IN THE MATTER OF CREATING ZONE 505 OF COUNTY SERVICE AREA P-6 IN THE DISCOVERY BAY AREA WHEREAS, this Board recognizes the need for increased police protection services in the above subject zone and the difficulty of funding the current or an increased level of services. WHEREAS, establishing the subject zone is a necessary step for the Board of Supervisors to seek voter approval of a special tax for increased police protection services in the zone area. Government Code Sections 25217 and 25217.1 establish procedures for the formation of a zone within a county service area. NOW, THEREFORE, BE IT BY THE BOARD RESOLVED THAT: 1. It is in the public interest to provide an increased level of police protection services in the area of proposed Zone 505 of County Service Area P-6. 2. A majority protest against the proposed formation of Zone 505 does not exist, pursuant to Government Code Section 25217.1, subdivision (b). 3. Subject to voter approval of Ordinance No. 2019-09 on July 9, 2019, authorizing the levy of a special tax within proposed Zone 505, that portion of Contra Costa County Service Area P-6 described in Exhibit A attached hereto and shown in Exhibit B attached hereto is established as Zone 505 of County Service Area P-6, effective upon this Board’s adoption of a resolution declaring the results of the July 9, 2019, election (“Effective Date”). 4. No affected properties located in Zone 505 will be taxed for any existing bonded indebtedness or contractual obligations as a result of the formation of said zone. 5. On or after the Effective Date, the Clerk of this Board shall cause the filing of a statement of the creation of said zone to be made with the County Assessor and the State Board of Equalization (in Sacramento) pursuant to Government Code Sections 54900-54902. The filing shall include a map or plat indicating the boundaries of said zone. Contact: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena ARCHIVED DOCUMENT RECOMMENDATION(S): 1. OPEN hearing to consider adopting Ordinance No. 2019-09, authorizing the levy of a special tax for police protection services in Zone 505 of County Service area P-6 in the Discovery Bay area; CONSIDER oral and written comments received; and CLOSE the public hearing. 2. ADOPT Ordinance No. 2019-09, attached hereto. 3. ADOPT Resolution No. 2019/149, attached hereto, authorizing an election in Zone 505 of County Service Area P-6 to consider approval of Ordinance No. 2019-09. 4. DIRECT the County Clerk, Elections Division, to conduct the election required by Government Code Sections 23027 and 53978. This election shall be held on July 9, 2019. FISCAL IMPACT: The cost of establishing the Police Service District and election is paid for by the developer of the subdivision. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena D. 7 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:HEARING TO CONSIDER ADOPTION OF PROPOSED SPECIAL TAX ORDINANCE AND AUTHORIZE ELECTION TO OBTAIN VOTER APPROVAL (DISTRICT III) BACKGROUND: Per the conditions of approval for Subdivision No. 9278 (County File #SD09-9278), prior to recording the final map for the subdivision, the subdivider is required to establish a special Police Services tax district for the purposes of providing additional funding to augment police services in the area of the subdivision. The property to be subdivided and placed within the proposed special tax district consists of a vacant 20-acre site located at east of Bixler Road, west of Newport Drive in the Discovery Bay area. On March 26, 2019, the Board approved Resolution No. 2019/77, as required by Government Code Section 25217, subdivision (b), as the first step in forming a new zone within County Service Area (CSA) P-6 in the Discovery Bay area. The proposed zone would serve as the vehicle to collect special taxes within the boundaries of the zone if a special tax measure is approved by registered voters within the zone area at the July 9, 2019, election. The Board is scheduled to conduct a separate hearing on May 7, 2019, on the formation of the proposed zone. If the Board determines there is no majority protest to the formation of this new zone, and if the Board adopts Resolution No. 2019/149, establishing CSA P-6, Zone 505 subject to voter approval of the special tax, the next step in the process is the hearing on the adoption of a special tax ordinance, the adoption of that ordinance and adoption of a resolution submitting the tax measure to the voters. In this action, the Board is asked to conduct the hearing on, and adopt, the special tax ordinance (Ordinance No. 2019-09), which would authorize the levy of a special tax for police protection services on all taxable parcels in the area of Zone 505 if a special tax ballot measure is approved by a two-thirds majority of the registered voters in the zone area. Resolution No. 2019/149, the adoption of which is also recommended, sets forth appropriate ballot language, directs the County Clerk, Elections Division, to conduct the aforementioned election as part of the July 9, 2019, election, and supplies appropriate ballot language. CONSEQUENCE OF NEGATIVE ACTION: The project developer would be unable to comply with the conditions of approval for the project. The developer would be unable to record the final map for the subdivision. CLERK'S ADDENDUM Opened hearing to consider adopting Ordinance No. 2019-09, authorizing the levy of a special tax for police protection services in Zone 505 of County Service Area P-6 in the Discovery Bay area; Considered oral and written comments received; and Closed the public hearing. Adopted Ordinance No. 2019-09, attached hereto. Adopted Resolution No. 2019/149, attached hereto, authorizing an election in Zone 505 of County Service Area P-6 to consider approval of Ordinance No. 2019-09. Directed the County Clerk, Elections Division, to conduct the election required by Government Code Sections 23027 and 53978. This election shall be held on July 9, 2019. AGENDA ATTACHMENTS Resolution 2019/149 Exhibit A - Legal Description Exhibit B - Plat Map Exhibit C - Ordinance No. 2019-09 Archived Resolution No. 2019/77 MINUTES ATTACHMENTS Ordinance 2019-09 Signed Resolution 2019/149 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/149 IN THE MATTER OF AUTHORIZING A SPECIAL TAX IN PROPOSED ZONE 505 OF COUNTY SERVICE AREA P-6 WHEREAS, this Board recognizes the need for increased police protection services in the above subject zone and the difficulty of funding the current or an increased level of services. Government Code Sections 50077 and 53978 establish procedures for voter authorization of a special tax in order to provide additional funding for police protection; 1. Ordinance No. 2019-09, adopted on this date, is to be presented for approval of the voters of proposed Zone 505 of County Service Area P-6 at the election to be held on July 9, 2019, according to the following ballot proposition: “Shall Ordinance No. 2019-09, to provide additional funding for police protection services, be approved to authorize a special tax on property located in Zone 505 of County Service Area P-6 in the Discovery Bay area, at an initial annual amount of $200 per parcel for single-family, residential parcels, with higher and lower amounts for properties in other use categories identified in the ordinance, commencing with the tax year beginning July 1, 2020?" 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 hold 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena ARCHIVED DOCUMENT RECOMMENDATION(S): 1. OPEN the hearing on the proposed formation of Zone 1516 within County Service Area P-6; CONSIDER all oral and written comments; and CLOSE the hearing. 2. DETERMINE whether a majority protest of the voters residing within the boundaries of proposed Zone 1516 exists pursuant to Government Code Section 25217.1(b)(1). In the event that the Board determines a majority protest exists, TERMINATE the proceedings. 3. If the Board determines a majority protest does not exist, ADOPT Resolution No. 2019/130, attached hereto, establishing Zone 1516 of County Service Area P-6 subject to voter approval of a special tax to fund police protection services within the zone. FISCAL IMPACT: The cost of establishing the Police Service District and the election is paid for by the developer of the subdivision. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena D. 8 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:HEARING TO CONSIDER THE PROPOSED FORMATION OF ZONE 1516 IN THE COUNTY SERVICE AREA OF P-6 IN THE UNINCORPORATED AREA OF WALNUT CREEK (DISTRICT II) BACKGROUND: Per the conditions of approval for Subdivision No. #9432 (County File #SD16-9432), prior to recording the final map for the subdivision, the subdivider is required to establish a special police services tax district for the subdivision in order to provide additional funding to augment police services in the area of the subdivision. The property to be placed within the special tax district consists of a 0.96-acre site located at 2424 Olympic Blvd. in the unincorporated area of Walnut Creek. On March 26, 2019, the Board granted conceptual approval for a July 9, 2019, ballot measure seeking approval of a special tax to fund an increase in the level of police protection services that is provided in the unincorporated area of Walnut Creek. On March 26, 2019, the Board approved Resolution No. 2019/76, as required by Government Code Section 25217, subdivision (b), as the first step in forming a new zone within County Service Area (CSA) P-6. The proposed zone would serve as the vehicle to collect special taxes within the proposed zone if a special tax measure is approved by voters on July 9, 2019. Pursuant to Government Code Section 25217.1, subdivision (a), at the public hearing, the Board is required to hear and consider any protests to the formation of the zone. Pursuant to Government Code Section 25217.1, subdivision (b)(1), in the case of inhabited territory, if at the conclusion of the public hearing, the Board determines that more than 50 percent of the total number of voters residing within the proposed zone have filed written objections to the formation, then the Board shall determine that a majority protest exists and terminate the proceedings. If there is no majority protest, the Board may continue the proceedings to form the zone by adopting Resolution No. 2019/130, which would establish Zone 1516 subject to voter approval of the special tax. A separate hearing is also scheduled for May 7, 2019, to consider the adoption of an ordinance authorizing the levy of the tax. CONSEQUENCE OF NEGATIVE ACTION: Zone 1516 would not be formed and the subdivider would be unable to comply with the conditions of approval of the project. The subdivider would be unable to record the final map for the subdivision. CLERK'S ADDENDUM Opened the hearing on the proposed formation of Zone 1516 within County Service Area P-6; Considered all oral and written comments; and Closed the hearing. Determined there was no majority protest of the voters residing within the boundaries of proposed Zone 1516 exists pursuant to Government Code Section 25217.1(b)(1). Adopted Resolution No. 2019/130, attached hereto, establishing Zone 1516 of County Service Area P-6 subject to voter approval of a special tax to fund police protection services within the zone. AGENDA ATTACHMENTS Resolution 2019/130 Exhibit A - Legal Description Exhibit B - Plat Map Archived Resolution No. 2019/76 MINUTES ATTACHMENTS Signed Resolution 2019/130 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/130 IN THE MATTER OF CREATING ZONE 1516 OF COUNTY SERVICE AREA P-6 IN THE UNINCORPORATED AREA OF WALNUT CREEK WHEREAS, this Board recognizes the need for increased police protection services in the above subject zone and the difficulty of funding the current or an increased level of services. WHEREAS, establishing the subject zone is a necessary step for the Board of Supervisors to seek voter approval of a special tax for increased police protection services in the zone area. Government Code Sections 25217 and 25217.1 establish procedures for the formation of a zone within a county service area. NOW, THEREFORE, BE IT BY THE BOARD RESOLVED THAT: 1. It is in the public interest to provide an increased level of police protection services in the area of proposed Zone 1516 of County Service Area P-6. 2. A majority protest against the proposed formation of Zone 1516 does not exist, pursuant to Government Code Section 25217.1, subdivision (b). 3. Subject to voter approval of Ordinance No. 2019-07 on July 9, 2019, authorizing the levy of a special tax within proposed Zone 1516, that portion of Contra Costa County Service Area P-6 described in Exhibit A attached hereto and shown in Exhibit B attached hereto is established as Zone 1516 of County Service Area P-6, effective upon this Board’s adoption of a resolution declaring the results of the July 9, 2019, election (“Effective Date”). 4. No affected properties located in Zone 1516 will be taxed for any existing bonded indebtedness or contractual obligations as a result of the formation of said zone. 5. On or after the Effective Date, the Clerk of this Board shall cause the filing of a statement of the creation of said zone to be made with the County Assessor and the State Board of Equalization (in Sacramento) pursuant to Government Code Sections 54900-54902. The filing shall include a map or plat indicating the boundaries of said zone. Contact: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena ARCHIVED DOCUMENT RECOMMENDATION(S): 1. OPEN hearing to consider adopting Ordinance No. 2019-07, authorizing the levy of a special tax for police protection services in Zone 1516 of County Service area P-6 in the unincorporated area of Walnut Creek; CONSIDER oral and written comments received; and CLOSE the public hearing. 2. ADOPT Ordinance No. 2019-07, attached hereto. 3. ADOPT Resolution No. 2019/133, attached hereto, authorizing an election in Zone 1516 of County Service Area P-6 to consider approval of Ordinance No. 2019-07. 4. DIRECT the County Clerk, Elections Division, to conduct the election required by Government Code Sections 23027 and 53978. This election shall be held on July 9, 2019. FISCAL IMPACT: The cost of establishing the Police Service District and election is paid for by the developer of the subdivision. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena D. 9 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:HEARING TO CONSIDER ADOPTION OF PROPOSED SPECIAL TAX ORDINANCE AND AUTHORIZE ELECTION TO OBTAIN VOTER APPROVAL (DISTRICT II) BACKGROUND: Per the conditions of approval for Subdivision No. 9432 (County File #SD16-9432), prior to recording the final map for the subdivision, the subdivider is required to establish a special Police Services tax district for the purposes of providing additional funding to augment police services in the area of the subdivision. The property to be subdivided and placed within the proposed special tax district consists of a 0.96-acre site located at 2424 Olympic Blvd. in the unincorporated area of Walnut Creek. On March 26, 2019, the Board approved Resolution No. 2019/76, as required by Government Code Section 25217, subdivision (b), as the first step in forming a new zone within County Service Area (CSA) P-6 in the unincorporated area of Walnut Creek. The proposed zone would serve as the vehicle to collect special taxes within the boundaries of the zone if a special tax measure is approved by registered voters within the zone area at the July 9, 2019, election. The Board is scheduled to conduct a separate hearing on May 7, 2019, on the formation of the proposed zone. If the Board determines there is no majority protest to the formation of this new zone, and if the Board adopts Resolution No. 2019/133, establishing CSA P-6, Zone 1516 subject to voter approval of the special tax, the next step in the process is the hearing on the adoption of a special tax ordinance, the adoption of that ordinance and adoption of a resolution submitting the tax measure to the voters. In this action, the Board is asked to conduct the hearing on, and adopt, the special tax ordinance (Ordinance No. 2019-07), which would authorize the levy of a special tax for police protection services on all taxable parcels in the area of Zone 1516 if a special tax ballot measure is approved by a two-thirds majority of the registered voters in the zone area. Resolution No. 2019/133, the adoption of which is also recommended, sets forth appropriate ballot language, directs the County Clerk, Elections Division, to conduct the aforementioned election as part of the July 9, 2019, election, and supplies appropriate ballot language. CONSEQUENCE OF NEGATIVE ACTION: The project developer would be unable to comply with the conditions of approval for the project. The developer would be unable to record the final map for the subdivision. CLERK'S ADDENDUM Opened hearing to consider adopting Ordinance No. 2019-07, authorizing the levy of a special tax for police protection services in Zone 1516 of County Service Area P-6 in the unincorporated area of Walnut Creek; Considered oral and written comments received; and Closed the public hearing. Adopted Ordinance No. 2019-07, attached hereto. Adopted Resolution No. 2019/133, attached hereto, authorizing an election in Zone 1516 of County Service Area P-6 to consider approval of Ordinance No. 2019-07. Directed the County Clerk, Elections Division, to conduct the election required by Government Code Sections 23027 and 53978. This election shall be held on July 9, 2019. AGENDA ATTACHMENTS Resolution 2019/133 Exhibit A - Legal Description Exhibit B - Plat Map Exhibit C - Ordinance 2019-07 Archived Resolution No. 2019/76 MINUTES ATTACHMENTS Ordinance 2019-07 Signed Resolution 2019/133 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/133 IN THE MATTER OF AUTHORIZING A SPECIAL TAX IN PROPOSED ZONE 1516 OF COUNTY SERVICE AREA P-6 WHEREAS, this Board recognizes the need for increased police protection services in the above subject zone and the difficulty of funding the current or an increased level of services. Government Code Sections 50077 and 53978 establish procedures for voter authorization of a special tax in order to provide additional funding for police protection; NOW, THEREFORE, BE IT RESOLVED THAT: 1. Ordinance No. 2019-07, adopted on this date, is to be presented for approval of the voters of proposed Zone 1516 of County Service Area P-6 at the election to be held on July 9, 2019, according to the following ballot proposition: “Shall Ordinance No. 2019-07, to provide additional funding for police protection services, be approved to authorize a special tax on property located in Zone 1516 of County Service Area P-6 in the unincorporated area of Walnut Creek, at an initial annual amount of $200 per parcel for single-family, residential parcels, with higher and lower amounts for properties in other use categories identified in the ordinance, commencing with the tax year beginning July 1, 2020?" 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 hold 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Rosa Mena ARCHIVED DOCUMENT RECOMMENDATION(S): 1. OPEN the public hearing on the Eight-Unit Townhome Subdivision Project, RECEIVE testimony, and CLOSE the public hearing. 2. FIND that the mitigated negative declaration prepared for the Project adequately analyzes the Project’s environmental impacts, that there is no substantial evidence that the Project with the proposed mitigation measures will have a significant effect on the environment, and that the mitigated negative declaration reflects the County’s independent judgment and analysis. 3. ADOPT the mitigated negative declaration prepared for the Project. 4. ADOPT the mitigation monitoring program for the Project. 5. DIRECT the Department of Conservation and Development to file a CEQA Notice of Determination with the County Clerk. 6. SPECIFY that the Department of Conservation and Development, located at 30 Muir Street, Martinez, California, is the custodian of the documents and other material that constitutes the record of proceedings upon which the decision of the Board of Supervisors is based. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.10 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:General Plan Amendment, Rezoning, and Final Development Plan for an Eight-Unit Townhome Subdivision Project in Pacheco (District V) RECOMMENDATION(S): (CONT'D) 7. ADOPT Resolution No. 2019/157, amending the General Plan to change the land designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM) (#GP16-0007). 8. ADOPT Ordinance No. 2019-12, rezoning the subject property from Single-Family Residential (R-6) to a Planned Unit District (P-1) (#RZ17-3237). 9. APPROVE a variance from the minimum lot size requirement to allow for the rezoning of the subject property to a Planned Unit District (P-1). 10. ACKNOWLEDGE that the Planning Commission approved the vesting tentative map for the Project and no appeal of this approval was filed. 11. APPROVE the Eight-Unit Townhome Subdivision Project. 12. APPROVE the final development plan for the Project (#DP17-3010). 13. APPROVE the attached findings in support of the Project. 14. APPROVE the attached Project conditions of approval. FISCAL IMPACT: The applicant has paid the necessary application deposit, and is obligated to pay supplemental fees to cover all additional costs associated with the application process. BACKGROUND: Project Summary: This hearing is to consider the General Plan Amendment, Rezoning, and Final Development Plan in order to develop a vacant 0.49-acre property into an eight-unit residential subdivision located on Center Avenue in the Pacheco area of the County. On February 27, 2019, the County Planning Commission heard the project and approved the vesting tentative map (County File #SD17-9466). The County Planning Commission provided recommendations of approval for County Files # GP16-0007, #RZ17-3237, and #DP17-3010 that require Board approval. Project Description: The applicant requests a General Plan Amendment to change the designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM) and to rezone the subject property from Single-Family Residential (R-6) to a Planned Unit District (P-1). The request also includes an approval of a vesting tentative map to subdivide the 0.49-acre vacant property into eight residential lots (ranging in area from 1,349 to 1,836 square feet) and a common lot - Lot 9 (9,789 square feet) for the private driveway and six guest parking spaces, and approval of a final development plan for the entire project including the eight townhomes, private roadway, landscaping improvements, and all other related improvements. Living areas range in size from 2,199 to 2,203 square feet and will include a two-car garage for each residential unit. Lots 2 and 3, 4 and 5, 6 and 7 consists of attached townhomes. Lots 1 and 8 will each consist of a detached residential building. There are two floor plans for the proposed project. The buildings will be three stories and will have two car garages with a maximum height of approximately 38 feet 4”. The residences are generally traditional in design and incorporate features from a Queen Anne design to provide some consistency with the adjacent William T. Hendrick house, a nationally registered historic building. The features of the Queen Anne design incorporated into the design of the residences include gabled roofs, double hung style windows, and corbels. The residences will also include composition shingle roofing, horizontal lap siding, vertical siding on the first floor, and stone veneer at the front of the residence. A balcony will be located on the second floor. The details of the floor plans are described below. Living Area (sq. ft.) Number of Bedrooms Number of Bathrooms Height Plan One (Lots 1 & 8)2,203 4 4 38' – 4" Plan Two (Lots 2, 3, 4, 5, 6, 7)2,199 4 4 36' – 7" 38' – 4" (Lots 4 & 5) The subject property is currently accessed from Center Avenue, which will continue to serve the property via a proposed 20-foot wide “T” shaped driveway. The private road, identified as Lot 9, will also contain four guest parking spaces located between Lots 1 and 2 and two additional guest parking spaces located east of Lot 3. All guest parking will be standard 9 feet wide by 19 feet deep spaces. In order to provide some amenities for future residents, small open spaces with a bench and a picnic table will be provided north of the four parking spaces between Lots 1 and 2 and an additional picnic table will be provided north of the two parking spaces area located east of Lot 3. A retaining wall varying in height from 5 inches to a maximum height of 7 feet 3 inches will be provided along the western, northern, eastern property lines. A 4-foot tall fence on top of the retaining wall will be added to the portion along the western, northern, and northeastern property lines. The project will include approximately 6,435 square feet of landscaping on the subject property. Replacement trees will be provided along the perimeter of the northeastern portion of the subject property, along Center Avenue. Smaller sized accent trees and shrubs will be located throughout the property. The applicant requests a variance to allow the rezoning of a 0.49-acre property from R-6 to P-1 (where 5 acres is the minimum lot size for residential uses). Approval of variances to the P-1 five-acre minimum lot requirement were previously approved by the County and the Department intends to develop code changes to eliminate that requirement. County Planning Commission Hearing The County Planning Commission heard the project at the February 27, 2019, hearing. The Commission opened the public hearing and received testimony from the applicant who presented his project. The Commission also commented on the sight distance from the private road to Center Avenue. The concern was whether there was sufficient sight clearance provided at the subject property. As a result, condition of approval (COA) #46 has been modified to require that the project will be heard before the Planning Commission if the sight distance design does not meet the required standard. The vesting tentative map was approved by the Commission who also recommended approval of other elements of the project. No appeals were received for the subdivision approval of the project. In response to the Commission’s concern regarding the sight distance, the applicant submitted information on March 1, 2019, for the review and approval of the Public Works Department. On March 7, 2019, the Public Works Department determined that the submittal demonstrated that adequate distance can be provided at this location and is acceptable. Consistency with the General Plan and Zoning General Plan Consistency: The current General Plan land use designation for the subject property is Office (OF). The project involves an amendment to the General Plan designation from OF to Multiple-Family Residential-Medium Density (MM). Per the MM designation, a density range of 12.0 to 21.9 multiple-family units per net acre is allowed. The subject property is 0.49 acres (gross), with a net acreage of 0.41 acres. A maximum of nine units would be allowed based on the net acreage. As such, the eight-residential lot subdivision would be within the density allowed for the property. The applicant originally proposed nine lots; however, the applicant has since reduced the proposal to eight lots to allow a more feasible design of the project, including improving the design of the access and circulation for the project. Primary land uses allowed in the MM land use designation include attached single-family residences (such as duplexes or duets), multiple family residences such as condominiums, townhouses, apartments, mobile home parks, and accessory structures normally auxiliary to the primary uses. The project involves establishing attached townhomes with two standalone units. The following General Plan policies for the Center Avenue (Pacheco) Area are applicable for the subject property and the project is consistent with these policies. Policy 3-103: The Plan for the area in Pacheco located generally along Center Avenue west of the flood control channel is designated for Multiple-Family Residential-Medium and High Density. The Plan endorses efforts to consolidate smaller parcels into logical groupings for the private redevelopment of areas from single-family homes to multiple-family residential uses. Although it would be ideal if the subject property were to be consolidated with smaller parcels, the adjacent parcels are developed either for an office use or a church. Policy 3-104: The Plan recognizes the historical significance of the W.T. Hendrick house (218 Center Avenue) and encourages its continued preservation. Developments that surround the house should be designed in a fashion that compliments the structure and works toward its continued preservation. The proposed buildings considered design elements of the Hendrick house. For example, the residential buildings will have gabled roofs, double hung windows, and corbels. The subject property is a vacant and under-utilized property located within the Urban Limit Line (ULL). It is located between a dental office and a newly constructed office building, and a church is located directly north of the subject property. The project is an infill project and is consistent with similar development patterns in the surrounding area. Multiple-family residential developments are located within the surrounding area of the property, including one such development located directly northwest of the subject property. This is an infill project similar to other projects on properties less than the required 5-acre minimum for P-1 zoning approved in the other areas of the County, including recently approved projects in the unincorporated areas of Walnut Creek. According to Figure 5-3 of the Transportation and Circulation Element, the subject property is located within a Transit Corridor and within Local Transit Service Area. Alternative modes of transportation are within close proximity to the property and are accessible for the housing provided. The County Connection route is located on Pacheco Blvd., which is approximately 570 feet east of the subject property. The County Off-Street Parking Ordinance requires long-term and short-term bicycle parking to serve each land use to meet the bikeway goals of the Transportation and Circulation Element of the County General Plan. Based on the housing type, no long-term bicycle spaces are required. However, two short-term spaces are required. Overall, the eight residential-lot subdivision with a parcel designated for the private road and six guest parking spaces complies with the MM General Plan land use designation and applicable General Plan policies. A General Plan Amendment is warranted because the eight housing units will provide much-needed new housing on an infill property adjacent to transit and neighborhood-serving commercial businesses. Zoning Compliance : The project involves a rezoning of the property from R-6 to a Planned Unit District (P-1). The project involves the subdivision of the subject property into eight residential lots with a separate parcel for the private road and common areas. The residential lots range from 1,349 to 1,836 square feet in size, and Lot 9, approximately 9,789 square feet in size includes the private roadway, guest parking spaces, and common areas. There will be three townhome buildings (Lots 2, 3 and 4-7) and two standalone buildings (Lots 1 and 8). There are two floor plans proposed. Both floor plans consist of four bedrooms and four bathrooms with a two-car garage. The proposed buildings will be three stories, with a maximum height of approximately 38 feet. There are no minimum lot sizes, height, or setback requirements in the P-1 Zoning District. However, in approving a Planned Unit District, the development must be a residential environment of sustained desirability and stability, and in harmony with the character of the surrounding neighborhood. Further, the P-1 zoning is intended to provide flexibility of site design, building massing, setbacks, and height. The proposed infill project is found to be consistent with the neighborhood that includes primarily two-story homes, within a residential developed area, as well as adjacent to commercial uses. Conclusion The project is consistent with applicable goals and policies of the General Plan, including providing greatly needed housing units on an infill property adjacent to transit and neighborhood-serving commercial businesses. The project is also consistent with the intent of the proposed P-1 district, as explained more fully above. Therefore, staff recommends the Board of Supervisors approve the General Plan Amendment, Rezoning, Final Development Plan and related actions, as recommended by the County Planning Commission. CONSEQUENCE OF NEGATIVE ACTION: In the event that the proposed project is not approved, the applicant will not obtain approval of the required General Plan Amendment, Rezoning, and Development Plan entitlements needed to allow the proposed eight-unit townhome subdivision project in Pacheco. CHILDREN'S IMPACT STATEMENT: The project to allow the General Plan Amendment, Rezoning, and Development Plan The project to allow the General Plan Amendment, Rezoning, and Development Plan entitlements for the subject property is consistent with the following outcome established in the Children’s Report Card: 5 - Communities are safe and provide a high quality of life for children and families. CLERK'S ADDENDUM Opened the public hearing on the Eight-Unit Townhome Subdivision Project, received testimony, and Opened the public hearing on the Eight-Unit Townhome Subdivision Project, received testimony, and closed the public hearing. Found that the mitigated negative declaration prepared for the Project adequately analyzes the Project’s environmental impacts, that there is no substantial evidence that the Project with the proposed mitigation measures will have a significant effect on the environment, and that the mitigated negative declaration reflects the County’s independent judgment and analysis. Adopted mitigated negative declaration prepared for the Project. Adopted the mitigation monitoring program for the Project. Directed the Department of Conservation and Development to file a CEQA Notice of Determination with the County Clerk. Specified that the Department of Conservation and Development, located at 30 Muir Street, Martinez, California, is the custodian of the documents and other material that constitutes the record of proceedings upon which the decision of the Board of Supervisors is based. Adopted Resolution No. 2019/157, amending the General Plan to change the land designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM) (#GP16-0007). Adopted Ordinance No. 2019-12, rezoning the subject property from Single-Family Residential (R-6) to a Planned Unit District (P-1) (#RZ17-3237). Approved a variance from the minimum lot size requirement to allow for the rezoning of the subject property to a Planned Unit District (P-1). Acknowledged that the Planning Commission approved the vesting tentative map for the Project and no appeal of this approval was filed. Approved the Eight-Unit Townhome Subdivision Project. Approved the final development plan for the Project (#DP17-3010). Approved the attached findings in support of the Project. Approved the attached Project conditions of approval. AGENDA ATTACHMENTS Resolution 2019/157 Findings and Conditions of Approval RZ17-3237 Findings Ordinance 2019-12 Maps County Planning Commission Staff Report Mitigated Negative Declaration Mitigation Monitoring Reporting Plan MND Comments Agency Comments Plans Presentation MINUTES ATTACHMENTS Ordinance 2019-12 Signed Resolution 2019/157 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/157 IN THE MATTER OF Approving a General Plan Amendment (County File GP #16-0007) for the Eight-Unit Townhome Subdivision Project WHEREAS, the Contra Costa County Board of Supervisors held a public hearing on May 7, 2019, to consider the Eight-Unit Townhome Subdivision Project, proposed for the Pacheco area. The Project includes adoption of a mitigated negative declaration and mitigation monitoring reporting plan prepared for the Project, a General Plan Amendment (County File #GP16-0007), a rezoning ordinance and variance (County File #RZ17-3237), and a preliminary and final development plan (County File #DP17-3010). WHEREAS, the General Plan Amendment for the Project reclassifies land from Office (OF) to Multiple-Family Residential — Medium Density (MM). WHEREAS, a resolution is required under Government Code Section 65356 to amend a general plan. NOW, THEREFORE, the Contra Costa County Board of Supervisors resolves as follows: 1. The Board of Supervisors makes the following General Plan Amendment findings: a. The subject site is located inside the County’s Urban Limit Line (ULL), and therefore may be developed with “urban” or “non-urban” uses, as defined in the County General Plan. The proposed land use designation, Multiple-Family Residential Medium-Density (MM), is urban. Furthermore, the project does not involve extension of urban services beyond the ULL boundary. b. Adoption of the proposed General Plan Amendment (GPA) will not conflict with the 65/35 Land Preservation Standard (the “65/35 Standard”), approved by County voters through adoption of Measure C-1990 and reaffirmed through adoption of Measure L-2006. Under the 65/35 Standard, no more than 35 percent of the land in the County may be developed with urban uses and at least 65 percent of the land must be preserved for non-urban uses such as agriculture, open space, parks, wetlands, etc. The existing land use designation for the subject site, Office (OF), is an urban land use designation. The site contains no non-urban land use designations. As the proposed MM land use designation is also an urban designation, there will be no change in the percentage of land devoted to urban and non-urban uses. c. The project complies with the objectives and requirements of Measure J-2004, the Contra Costa Growth Management Program and related Contra Costa Transportation Authority (CCTA) resolutions. Adoption of the proposed GPA would not increase the subject site’s maximum development potential from office use to eight multiple-family residential units. The project would result in less vehicle trip impact and is well below the Measure J threshold for studying the proposed GPA’s potential impacts on Routes of Regional Significance. d. The General Plan comprises an integrated, internally consistent, and compatible statement of policies for the County. The proposed GPA involves a change in use from office use to eight multiple-family residences at the subject site, but remains consistent with the Pacheco area policies of the General Plan. Adoption of the proposed GPA will not cause the General Plan to become internally inconsistent. e. Pursuant to Government Code Section 65358(a), the General Plan may be amended if such amendment is deemed to be “in the public interest.” The 2005-2020 Contra Costa County General Plan contains policies related to providing an adequate supply of housing and encouraging infill development on under-utilized sites within urbanized areas where necessary utilities already are installed. It is in the public interest to adopt the proposed GPA because the project as a whole furthers these policies. f. The General Plan Amendment will provide additional housing for the Pacheco area, and will be consistent with the overall goals and policies described in the General Plan. 2. The Board of Supervisors hereby ADOPTS the General Plan Amendment (County File GP#16-0007) to reclassify the Land Use Designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM), and ADOPTS the General Plan Amendment, County File GP#16-0007, as the first General Plan amendment for calendar year 2019, as permitted by State Planning Law. Contact: Jennifer Cruz, (925) 674-7790 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Findings and Conditions of Approval FINDINGS AND CONDITIONS OF APPROVAL FOR AYM, LLC. (Applicant and Owner): County Files # GP16-0007, RZ17-3237, SD17-9466, DP17-3010 I. FINDINGS A. General Plan Amendment 1. The subject site is located inside the County’s Urban Limit Line (ULL), and therefore may be developed with “urban” or “non-urban” uses, as defined in the County General Plan. The proposed land use designation, Multiple-Family Residential Medium-Density (MM), is urban. Furthermore, the project does not involve extension of urban services beyond the ULL boundary. 2. Adoption of the proposed General Plan Amendment (GPA) will not conflict with the 65/35 Land Preservation Standard (the “65/35 Standard”), approved by County voters through adoption of Measure C-1990 and reaffirmed through adoption of Measure L-2006. Under the 65/35 Standard, no more than 35 percent of the land in the County may be developed with urban uses and at least 65 percent of the land must be preserved for non-urban uses such as agriculture, open space, parks, wetlands, etc. The existing land use designation for the subject site, Office (OF), is an urban land use designation. The site contains no non-urban land use designations. As the proposed MM land use designation is also an urban designation, there will be no change in the percentage of land devoted to urban and non-urban uses. 3. The project complies with the objectives and requirements of Measure J- 2004, the Contra Costa Growth Management Program and related Contra Costa Transportation Authority (CCTA) resolutions. Adoption of the proposed GPA would not increase the subject site’s maximum development potential from office use to eight multiple-family residential units. The project would result in less vehicle trip impact and is well below the Measure J threshold for studying the proposed GPA’s potential impacts on Routes of Regional Significance. 4. The General Plan comprises an integrated, internally consistent, and compatible statement of policies for the County. The proposed GPA involves a change in use from office use to eight multiple-family residences at the subject site, but remains consistent with the Pacheco area policies of the General Plan. Adoption of the proposed GPA will not cause the General Plan to become internally inconsistent. Page 2 of 31 5. Pursuant to Government Code Section 65358(a), the General Plan may be amended if such amendment is deemed to be “in the public interest.” The 2005-2020 Contra Costa County General Plan contains policies related to providing an adequate supply of housing and encouraging infill development on under-utilized sites within urbanized areas where necessary utilities already are installed. It is in the public interest to adopt the proposed GPA because the project as a whole furthers these policies. B. Growth Management Findings 1. Traffic: Policy 4-c under the Growth Management Program (GMP) of the County’s General Plan requires a traffic impact analysis be conducted for any project that is estimated to generate 100 or more AM or PM peak-hour trips. The project would allow an eight residential lot subdivision and one parcel for a private road and guest parking, and construction of a residence on each lot for a total of eight residences. The project would not generate more than 100 peak-hour trips, AM or PM. Further, compliance with the requirements of the Bridge/Thoroughfare Fee Ordinance, as adopted by the Board of Supervisors is required. 2. Water: The project is an urban in-fill site that is currently serviced by public utility systems. Uses on-site would include eight residences and irrigation of landscaped areas. Contra Costa Water District provides water service to the site and has indicated that sufficient capacity is available for the project. 3. Sanitary Sewer: The project is within the service area of the Central Contra Sanitary District who provides wastewater services for the project. The District has indicated that service is available for the project. 4. Fire Protection: The project is located immediately northwest from Contra Costa Fire Protection District Station - 9. The District provided comments requiring compliance with applicable fire codes and regulations. There is no significant increase in demand for fire services expected as a result of the project. 5. Public Protection: As the project will add to the County’s population, Condition of Approval (COA) #14, requires that prior to the recording of the final map, the owner of the property shall participate in establishing a special tax for the parcels created by this subdivision. The collected tax money will be used to augment existing police services to accommodate for the incremental increase in population as a result of the subdivision. Page 3 of 31 6. Parks and Recreation: As the project will add to the County’s population, COA #11 and 12 requires the project proponent to pay applicable Park fees per unit. The Park Impact fee collected will be used for acquisition of parkland and development of parks and recreational facilities. The Park Dedication requirement allows the developer of land for residential use to dedicate land, pay an in-lieu fee, or a combination of both for neighborhood and community park or recreational purposes. 7. Flood Control and Drainage: The project is located in Zone X, as designated on the Federal Emergency Management Agency’s Flood Insurance Rate Maps; however, it is just outside the 100-year flood boundary as is indicated on the Vesting Tentative map. Based on the proposed finished floor elevations shown on the “Plot Plan Grading Plan,” it appears that the finished floors are currently planned to be at least one foot above the adjacent base flood elevation. The applicant should comply with the requirements of the Federal Flood Insurance Program and the County Floodplain Management Ordinance (Ordinance No. 2000-33), as they pertain to future construction of any structures on this property. The property is currently located within Drainage Area 88 and the Grayson Creek watershed. The site generally drains to Grayson Creek, which is east of the property. It appears that there are existing drainage facilities located along the project frontage on Center Avenue. The applicant will be required, as a condition of approval, to verify the adequacy of any downstream drainage facility accepting stormwater from this project prior to discharging runoff. If the downstream system is inadequate to handle the additional stormwater generated from the development, the applicant will be required to construct improvements to make the system adequate in order to satisfy the collect and convey requirements of the Ordinance code and be in compliance with Public Works Department design standards. C. Rezoning Findings 1. Required Finding: The change proposed will substantially comply with the general plan. Project Finding: The subject property has a General Plan land use designation of Office (OF). The project includes a General Plan amendment to allow the designation from OF to Multiple-Family Residential-Medium Density (MM). The eight residential lots and one parcel subdivision is a Page 4 of 31 permitted use in the MM General Plan land use designation, as the general plan designation allows townhomes. The MM General Plan land use designation identifies a density range of 12.0 – 21.9 units per net acre. The subject property is 0.49 acres – gross (0.41 acres – net) and the density of the property would yield a range of 5-9 units. The project is for eight residential lots, which results a density of 19 units/net acre. As proposed, the project would be within the MM density range and is consistent with the MM General Plan designation. 2. Required Finding: The uses authorized or proposed in the land use district are compatible within the district and to uses authorized in adjacent district. Project Finding: The subject property is located within the established neighborhood of Pacheco. The surrounding area consists of single-family residences, multiple family residences, and commercial uses directly east and southeast of the property. The residential subdivision is a use consistent with the MM General Plan land use designation. Overall, the project is in harmony with the surrounding area and the uses established in the area. 3. Required Finding: Community need has been demonstrated for the use proposed, but this does not require demonstration of future financial success. Project Finding: The subdivision is located within an area that is developed with residential and commercial uses. The project to subdivide and build eight residential units will improve the current unimproved condition of the property. Further, the 2005-2020 Contra Costa County General Plan contains policies related to providing an adequate supply of housing and encouraging infill development on under-utilized sites within urbanized areas where necessary utilities already are installed. This project is consistent with the surrounding area consisting of residential development. D. Tentative Map Findings 1. Required Finding: The advisory agency shall not approve a tentative map unless it finds that the proposed subdivision, together with the provisions for its design and improvement, is consistent with the applicable general plan required by law. Project Finding: The project is located within the Pacheco community, where surrounding uses include single-family residential, multiple-family residential, Page 5 of 31 and commercial. The project is to subdivide the 0.49-acre property into eight residential lots with one parcel for the private road and guest parking. The project is consistent with the proposed General Plan land use designation of Multiple-Family Residential-Medium Density (MM), which allows 12.0 – 21.9 units per net acre. The 0.49-acre property - gross (0.41 acres – net) would allow for 5 - 9 units. The eight residential lot subdivision would have a density of 19 units/net acre, which is within the MM density range. Thus, the project is consistent with the applicable policies for the MM land use designation. 2. Required Finding: The advisory agency shall not approve a tentative map unless it shall find that the proposed subdivision fulfills construction requirements. Project Finding: The project will comply with the collect and convey regulations, storm drainage facilities, and design standards for private roads. Additionally, compliance with the California Building Code and all applicable County Ordinances is required for grading of the property and construction of residential buildings. E. Findings of Approval of P-1 Zoning District and Final Development Plan 1. Required Finding: The applicant intends to start construction within two and one-half years from the effective date of the zoning change and plan approval. Project Finding: The applicant has indicated that they intend to commence construction within 2 ½ years off the effective date of the zoning change and plan approval. 2. Required Finding: The proposed planned unit development is consistent with the County General Plan. Project Finding: The subject property has a General Plan land use designation of Office (OF). The project includes a General Plan amendment to allow the designation from OF to Multiple-Family Residential-Medium Density (MM). The eight residential lots and one common area parcel subdivision is a permitted use in the MM General Plan land use designation. The MM General Plan land use designation provides a density range of 12.0 – 21.9 units per net acre. The subject property is 0.49 acres – gross (0.41 acres – net), which allows a range of 5 - 9 units. The project of allowing eight Page 6 of 31 residential lots would have a density of 19 units/net acre, which is within the SH density range. As proposed, the project is consistent with the County General Plan. The County’s General Plan also provides goals and policies that promote and encourage projects, such as this subdivision project within the Pacheco area. Goal 6 of the County’s Housing Element identifies the need to provide adequate sites with the appropriate land use and zoning designations to accommodate the County’s share of regional housing. The project will be providing eight residences on a property that is underutilized, adjacent to other properties with residences, and adjacent to commercial uses. Policy 7.3 of the County’s Housing Element encourages P-1 zoning in areas with concentrations of variances sought. The project includes the rezoning of the property to P-1, which is consistent with the General Plan Land Use designation of MM. The variance to the lot area for P-1 (where a minimum of five acres is required) is also consistent with properties within the County, including the unincorporated Walnut Creek area (Westborough Condominium, Olympic Blvd., and Del Hombre Projects) that are less than five acres and have been rezoned to P-1. Policy 3-8 of the General Plan encourages infilling of already developed areas, where new development are preferred to vacant or under-used sites within urbanized areas, which have necessary utilities installed. Furthermore, the Housing Element identifies the removal of governmental constraints (i.e. eliminating the 5-acre minimum parcel size requirement for P-1). The following Transportation Policies of the County’s Transportation Element also supports the project. Policy 5-13 encourages the use of pedestrian and bicycle facilities. There is a sidewalk along Center Avenue and no additional frontage improvements to the subject property along Center Avenue are required. Policy 5-24 encourages the use of alternative forms of transportation, such as transit, bike, and pedestrian modes. According to Figure 5-3 of the Transportation and Circulation Element, the subject property is located within a Transit Corridor and within Local Transit Service Area. Alternative modes of transportation are within close proximity to the property and are accessible for the housing provided. The county Connection on Pacheco Blvd. is located 570 feet east of the property and the applicant is required to provide short-term bicycle spaces on-site. As proposed, the project is consistent with the County’s General Plan, especially the goal to reduce greenhouse gas emissions by establishing housing within an area that provides multimodal access. Page 7 of 31 3. Required Finding: In the case of residential development, it will constitute a residential environment of sustained desirability and stability, and will be in harmony with the character of the surrounding neighborhood and community. Project Finding: The surrounding area consists of single-family and multiple-family residential development. Residential buildings in the area range from 1,028 to 7,629 square feet of living area. The residences for the eight lots will be three stories and range from 1,677 to 2,419 square feet of living area. The subdivision is located within an established neighborhood that provides a transition from commercial uses to the south and east to residential uses to the north and west of the property. The subject property is located within an area that is accessible to different modes of transportation (e.g. bicycle, transit, etc.). Overall, the proposed development will be in harmony with the surrounding area. 4. Required Finding: The development of a harmonious integrated plan justifies exceptions from the normal application of this code. Project Finding: The subject property is 0.49-acre in size on a property currently zoned Single-Family Residential (R-6). The current MM General Plan land use designation, as well as the proposed MM designation permits residential uses such as the single-family residences and townhomes proposed. Applying the required setbacks for R-6 Zoning District would not be feasible, as the property is irregular in shape and is sloped upward towards the rear of the property. Therefore, the project includes a rezoning of the property to a Planned Unit District, P-1 to allow the construction of six townhomes and two standalone units on a property that is under-utilized and is an infill project. Overall, the subdivision will remain for residential use consistent with surrounding area. F. Findings for Granting an Exception to the Subdivision Ordinance (Title 9) Requirements 1. Required Finding: That there are unusual circumstances or conditions affecting the property. Project Finding: The exception to the Subdivision Ordinance Section 98- 6.010 requires parabolic vertical curves be used at changes of grade. Due to the required location of the site access relative to existing roadways, the limited depth of the parcel, the difference in elevation between the back of Page 8 of 31 the lot and the front and the required minimum length of the vertical curves, it would not be possible to fit a road using the two necessary vertical curves on the parcel. 2. Required Finding: That the exception is necessary for the preservation and enjoyment of a substantial property right of the applicant. Project Finding: If the site were to be lowered to avoid the need for vertical curves, connection into the existing storm drain system would not be possible because the onsite drain system would be too low due to the necessary bioretention basins. 3. Required Finding: That the granting of the exception will not be materially detrimental to the public welfare or injurious to other property in the territory in which the proper ty is situated. Project Finding: The exception would not be detrimental to the public welfare because on-site traffic should be limited to residents and their guests and on-site vehicle speed will be low, similar to an apartment complex driveway. G. Variance Findings 1. Required Finding: That any variance authorized shall not constitute a grant of special privilege inconsistent with the limitations of other properties in the vicinity and the respective land use district. Project Finding: The project requires a variance to allow the rezoning of a 0.49-acre property from Single-Family Residential (R-6) to Planned Unit District (P-1). Under the P-1 Zoning District, a minimum of five acres is required. As found on Table 3-5 of the County’s Land Use Element, the proposal to rezone the property to P-1 will be consistent with the MM General Plan land use designation. Additionally, Table 6-39 of the County’s Housing Element identifies the removal of the five-acre minimum lot requirement for the P-1 zoning. This would allow the development of small infill and under-utilized properties. Other properties in the County that are less than the required five acres have been rezoned to P-1. In 2015, the Board of Supervisors approved the rezoning to P-1 of a 1.12-acre property identified as the Westborough Page 9 of 31 Condominium project located off Tice Valley, a 0.53-acred property located on Del Hombre Lane within the unincorporated Walnut Creek area. Subsequently, another 0.96-acre property located on Olympic Blvd. in the unincorporated area of Walnut Creek was also rezoned to P-1. The project also includes a variance request to the public road setback of 10 feet. The project is a Planned Unit District development, where the setbacks are as proposed and the traditional zoning setbacks are not applied. However, this variance request is for a relief of a setback from a public road that is applicable to all zoning districts. The residential buildings along Center Avenue on Lots 4-8 will be located varying from 3-5 from the public road; however, the portion of the building that is closest to the public road is the front porch. The layout of the buildings on the lots are restricted due to the depth of the lot and requirement of the paved private road of 20 feet. The applicant has also reduced the number of lots proposed, initially nine lots for the project to accommodate a better site design. The portion of the building closes to the public road is the front porch entry. Granting of the variance requests would not be a special privilege inconsistent with the limitations of other properties in the vicinity and the respective land use district. 2. Required Finding: That because of special circumstances applicable to the subject property because of its size, shape, topography, location or surroundings, the strict application of the respective zoning regulations is found to deprive the subject property of rights enjoyed by other properties in the vicinity and within the identical land use district. Project Finding: The proposal to rezone the property to P-1 on a 0.49-acre property would allow the construction of eight residences located on an under-utilized property. The project is compatible with the surrounding development in the area consisting of single-family and multiple-family residences, and commercial uses. Properties less than five acres have been rezoned to P-1 since 1978, including the 2015 and 2017 approval to rezone a 1.12-acre, a 0.53-acre, and a 0.96-acre properties less than five acres to P-1. The County’s Housing Element identifies the removal of the minimum five- acre requirement to encourage development of infill properties. Thus, implementing the current zoning standards would deprive the subject property of rights enjoyed by other properties developed as multiple-family development. The project also includes a variance request to the public road setback of 10 feet for Lots 4-8. The project is a Planned Unit District development, where Page 10 of 31 the setbacks for the project are as proposed. The short depth, irregular shape, and the requirement of the private road are special circumstances the subject property is challenged with. Hereto, implementing the public road setback would deprive the subject property of rights enjoyed by other properties developed as multiple-family projects. 3. Required Finding: That any variance authorized substantially meets the intent and purpose of the respective land use district in which the subject property is located. Project Finding: The proposal to rezone a property for residential use less than five acres will meet the intent of the P-1 Zoning District and the goal of the County’s Housing Element to encourage small infill properties. The P-1 Zoning District provides an opportunity for a cohesive design with flexible regulations. Further, the variance request for relief from the required public road setback of 10 feet will still meet the intent of the P-1 district, as the closest point to the public road is the front entry porch and the overall design is consistent with the development pattern in the area. H. Tree Permit Findings Required Finding: The County Planning Commission is satisfied that the following factors as provided by County Code Section 816-6.8010 for granting a tree permit have been satisfied: 1. Reasonable development of the property will require the removal of seven trees will be necessary to construct the project. All feasible efforts have been made to retain the maximum number of trees, as well as, to preserve those trees, which are exceptional due to their visual prominence on the site. 2. Development of this project cannot be reasonably accommodated on other parts of the property due to the topography and irregular shape of the property. Page 11 of 31 II. CONDITIONS OF APPROVAL FOR COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Project Approval 1. The Vesting Tentative Map and Final Development Plan for an Eight Residential- Lot Subdivision and a parcel for the private road and guest parking spaces is APPROVED, as generally shown and based on the following documents:  Application and materials submitted to the Department of Conservation and Development, Community Development Division (CDD) on April 24, 2017;  Revised Vesting Tentative Map for Subdivision 9466, received on June 20, 2018, and Final Development Plans received on April 16, 2018;  Preliminary Geotechnical Investigation Report, prepared by Craig S. Shields, Rockridge Geotechnical, dated August 14, 2017;  Stormwater Control Plan, prepared by Joseph McCue, Luk and Associates, dated April 2018;  Arborist Report, prepared by Darren Edwards, Advance Tree Service and Landscaping, dated July 19, 2017 and Addendum dated June 14, 2018;  Cultural Resources Survey Report, prepared by Daniel Shoup and Jennifer Ho, Archaeological/Historical Consultants dated August 8, 2018; and  Environmental Noise Study, prepared by Brian Wourms, Charles M. Salter, Charles M. Salter Associates, Inc. dated May 30, 2018. Approval is granted to allow for the following variances that meet the requirements of Section 26-2.2006 of the County Ordinance Code:  0.49 acres for the rezoning of the property to P-1 (where five acres is required for residential use)  Public road setback for Lots 4-8 varying per lot from 3-5 (where 10 feet is required) Page 12 of 31 Approval Contingent on Consistent Approval of Related General Plan Amendment and Rezoning Application 2. This subdivision is approved contingent upon approval of a general plan amendment request, County File #GP16-0007 from Single-Family Residential- Medium Density (SM) to Multiple-Family Residential-Medium Density (MM) and a rezoning request, County File #RZ17-3237 from Single-Family Residential (R- 6) to Planned Unit District (P-1). If either, the general plan amendment or the rezoning application is not approved, then this approval shall be null and void. Application Fees 3. This application is subject to an initial application deposit of $15,215, which was paid with the application submittal, plus time and materials costs if the application review expenses exceed 100% if the initial deposit. Any additional costs due must be paid within 60 days of the permit effective date or prior to use of the permit, whichever occurs first. The applicant may obtain current costs by contacting the project planner. If you owe additional fees, a bill will be sent to you shortly after permit issuance. Indemnification 4. Pursuant to Government Code Section 66474.9, the applicant (including the subdivider or any agent thereof) shall defend, indemnify, and hold harmless the County, its agents, officers, and employees from any claim, action, or proceeding against the Agency (the County) or its agents, officers, or employees, to attack, set aside, void, or annul, the Agency’s approval concerning this subdivision map application, which action is brought within the time period provided in Section 66499.37. The County will promptly notify the subdivider of any such claim, action, or proceeding and cooperate fully in the defense. Compliance Report 5. At least 45 days prior to recordation of the Final Map or issuance of a grading or building permit, whichever occurs first, the applicant shall provide a permit compliance report to the Department of Conservation and Development, Community Development Division (CDD) for review and approval. The report shall identify all conditions of approval that are administered by the CDD. The report shall document the measures taken by the applicant to satisfy all relevant conditions. Copies of the permit conditions may be obtained from the CDD. Unless otherwise indicated, the applicant will be Page 13 of 31 required to demonstrate compliance with the applicable conditions of this report prior to filing the Final Map. The permit compliance review is subject to staff time and materials charges, with an initial deposit of $1,500, which shall be paid at the time of submittal of the compliance report. 6. This Final Development Plan Permit includes approval of the design for the residences on Lots 1-8. Any changes to the approved plans stated above must be submitted for review and approval of CDD, and may require the submittal of an application, if deemed necessary. 7. If this approval expires or the Final Map is not recorded, then a Certificate of Compliance application shall be filed with CDD for the subject property prior to issuance of a building permit. Inclusionary Housing Ordinance 8. This project is subject to the Inclusionary Housing Ordinance. Pursuant to Section 822-4.402 of the County Ordinance Code, a residential development of eight for-sale units shall require at least fifteen percent of the for-sale units to be developed and sold as inclusionary units. The applicant is required to construct 1.20 inclusionary housing units for the project. The applicant has submitted an Inclusionary Housing Plan dated April 24, 2017, which proposes to construct and sell one moderate income housing unit (shown on the site plan attached to the Inclusionary Housing Plan dated April 24, 2017 and identified as: Lot 2, Building 5) and to pay the in-lieu fee for the remaining fractional unit (0.20 unit) to comply with the County’s Inclusionary Ordinance requirements. For-Sale Inclusionary Housing (Inclusionary Housing Agreement) 9. At least 90 days prior to the recordation of the Final Map or the filing of the first building permit for any portion of the residential development, whichever occurs first, the applicant shall execute an Inclusionary Housing Agreement (form to be provided by the County) with the County pursuant to Chapter 822-4 to ensure that one of the approved units are affordable to and occupied by a “Moderate Income Household.” Pursuant to Chapter 822-4.402(b), the one inclusionary unit will be sold and occupied by a moderate income household. The inclusionary unit shall be deed restricted so that if the home is sold within three (3) years, it must be sold at an Page 14 of 31 affordable sales price to a moderate income household. The one inclusionary unit shall be deed restricted in order to ensure the continued affordability of this unit for at least three (3) years in accordance with Chapter 822-4 Inclusionary Housing Ordinance. The inclusionary unit shall be developed with the standards and restrictions in accordance with Chapter 822-4 of the County Ordinance. Restrictions For purposes of this condition, the following definitions apply: A. Moderate Income Households – Households earning up to 120 percent of the area median income for Contra Costa County as adjusted for family size as defined in Section 50093 of the California Health & Safety Code. B. Affordable sales price - means a sales price at which very low, lower, or moderate income households can afford to purchase an inclusionary unit, calculated using the affordable housing cost formula set forth in Health and Safety Code Section 33334.22(b), and taking into account reasonable down payment, assumed household size, and other ownership housing costs described in California Code of Regulations, Title 25, Section 6920. Under Health and Safety Code Section 33334.22(b), the affordable housing cost is calculated using the following standards: for very low income households, a standard of forty percent of fifty percent of the area median income; for lower income households, a standard of forty percent of seventy percent of area median income; and for moderate income households, a standard of forty percent of one hundred ten percent of area median income. C. Sale price and rent calculations shall take into account unit size with the following assumptions: Studio = 1 person One bedrooms = 2 persons Two bedrooms = 3 persons Three bedrooms = 4 persons Four bedrooms = 5 persons Five bedrooms = 6 persons D. The sales price calculation shall also take into account Anticipated Financing so that Housing Costs do not exceed the limits. Page 15 of 31 “Anticipated Financing” means private mortgage financing at current interest rates and terms. Anticipated Financing may include approved public agency down payments or second mortgage grants and loans. “Housing Costs” include mortgage principal and interest, property insurance, property taxes, homeownership association dues, and expected utility costs. Affordable Sales Price shall not exceed the market price, as determined by an independent appraisal. For-Sale Inclusionary Housing In-Lieu Fee 10. At least 90 days prior to recordation of the Final Map or issuance of building permits for any portion of the residential development, the For- Sale Inclusionary Housing In-Lieu Fee of $5,269.83 shall be paid in full for the remaining fraction of required inclusionary units (0.20 of a unit). This in-lieu fee is non-refundable. Park Impact Fee 11. Prior to submittal of a building permit for a new residence, the applicant shall pay the applicable park impact fee as established by the Board of Supervisors. Park Dedication Fee 12. Prior to submittal of a building permit for a new residence, the applicant shall pay the applicable park dedication fee as established by the Board of Supervisors. Child Care 13. Prior to submittal of a building permit for a new residence, the applicant shall pay a fee of $400.00 toward childcare facility needs in the area, as established by the Board of Supervisors. Police Services District 14. Election for Establishment of a Police Services District to Augment Police Services: Prior to the recordation of the Final Map, the owner of the Page 16 of 31 property shall participate in the provision of funding to maintain and augment police services by voting to approve a special tax for the parcels created by this subdivision approval. The tax shall be per parcel annual amount (with appropriate future CPI adjustment) established at the time of voting by the Board of Supervisors. The election to provide for the tax shall be completed prior to filing the Final Map. The property owner shall be responsible for paying the cost of holding the election, payable at the time the election is requested by the owner. Allow a minimum of three to four months for processing. CC&R’s 15. Covenants, Conditions and Restrictions (CC&R’s) shall be submitted for review with the final map, and shall be subject to review and approval by the CDD. This document shall provide for establishment, ownership and maintenance of the common open spaces, parking, fire protection, fencing, private streets, drainage maintenance, and establishment of signs. Additionally, CC&R’s shall require occupants to maintain garage spaces in a manner, which makes them available for off-street parking. Signs/Walls 16. All signs shall be subject to the review and approval of CDD. 17. The design, color and location of any project sign at the entrance to the property shall be reviewed and approved by CDD. 18. At least 30 days prior to submittal of a building permit, the details of the design, location, color and type of materials for masonry walls shall be submitted for the review and approval of CDD. Lighting 19. At least 30 days prior to submittal of a building permit, a lighting plan for proposed exterior lighting shall be submitted to the Department of Conservation and Development, Community Development Division (CDD) for review and approval. The proposed exterior lighting shall be directed down so that lights shine onto the subject property and away from adjacent properties and away from Olympic Blvd. (MM AES-1) Page 17 of 31 Restitution for Tree Removal 20. Required Restitution for Approved Tree Removal: The following measures are intended to provide restitution for the removal of 5 code-protected trees and two additional trees on Center Avenue: A. Tree Restitution Planting and Irrigation Plan: Prior to the removal of trees or submittal of building permits (e.g. demolition, grading or building) for each lot, whichever occurs first, the applicant shall submit a tree planting and irrigation plan prepared by a licensed arborist or landscape architect for the review and approval of CDD. The plan shall provide for the planting of seven California native species trees, 15- gallon trees. The plan shall comply with the State’s Model Water Efficient Landscape Ordinance or the County’s Ordinance, if one is adopted. The plan shall be accompanied by an estimate prepared by a licensed landscape architect or arborist of the materials and labor costs to complete the improvements on the plan. The plan shall be implemented prior to final building inspection for each lot. B. Required Security to Assure Completion of Plan Improvements: Prior to removal of trees or submittal of building permits (e.g. demolition, grading or building) for each lot, whichever occurs first, the applicant shall submit a security that is acceptable to the CDD. The bond shall include the amount of the approved cost estimate, plus a 20% inflation surcharge. C. Initial Deposit for Processing of Security: The County ordinance requires that the applicant pay fees to cover all staff time and material costs of staff for processing the landscape improvement security. At the time of submittal of the security, the applicant shall pay an initial deposit of $100. D. Duration of Security: The security for each lot shall be retained by the County for a minimum of 12 months up to 24 months beyond the date of receipt of the security and from the time, the final inspection for the lot was approved. A prerequisite of releasing the bond between 12 and 24 months shall be to have the applicant arrange for the consulting arborist to inspect the trees and to prepare a report on the trees’ health. In the event that CDD determines that the tree(s) intended to be protected has been damaged, and CDD determines that the applicant has not been diligent in providing reasonable restitution, then CDD may require that all part of the security be used to provide for mitigation of the damaged Page 18 of 31 tree(s). Should one security be submitted for all lots, the security may be released upon complying with the requirements stated above and upon approval of a final inspection for the last lot constructed. 21. Tree removal shall occur only with an approved grading or building permit. Tree Protection 22. The applicant shall adhere to all of the recommended tree preservation measures outlined within the arborist report prepared by Advance Tree Service Landscaping dated June 14, 2018. All recommended tree protection measures shall be stated on the face of construction plans. 23. Prior to the start of any clearing, stockpiling, trenching, grading, compaction, paving or change in ground elevation on a site with trees to be preserved, the applicant shall install fencing at the dripline or other area as determined by an arborist report of all trees adjacent to or in the area to be altered. Prior to grading or issuance of any permits, the fences may be inspected and the location thereof approved by appropriate County staff. 24. No grading, compaction, stockpiling, trenching, paving or change in ground elevation shall be permitted within the dripline unless indicated on the grading plans approved by the County and addressed in any required report prepared by an arborist. If grading or construction is approved within the dripline, an arborist may be required to be present during grading and construction, an involved arborist shall prepare a report outlining further methods required for tree protection if any are required. All arborist expense shall be borne by the developer and applicant. 25. No parking or storing vehicles, equipment, machinery or construction materials, construction trailers and no dumping of oils or chemicals shall be permitted within the dripline within the dripline of any tree to be saved. Landscaping 26. The landscaping plan shall conform to the State’s Model Water Efficient Landscape Ordinance or the County’s Ordinance, if one is adopted. Prior to requesting a final inspection for each lot, the approved landscaping shall be installed and evidence of the installation (e.g., photos) shall be provided for the review and approval of CDD. Page 19 of 31 Air Quality 27. The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be stated on the face of all construction plans: A. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. B. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. C. All visible mud or dirt track-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. D. All vehicle speeds on unpaved roads shall be limited to 15 mph. E. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. F. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to 5 minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. G. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. The applicant shall post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. (MM AIR-1) 28. During construction, the project developer shall implement standard construction dust control measures recommended by the BAAQMD to include, which shall be stated on the face of all construction plans: Page 20 of 31 A. Watering active construction areas on the site at least twice daily. B. Daily watering or covering stockpiles of debris, soils, sand, and other materials that can be blown by the wind. C. Covering all trucks hauling soils, sand, and other loose material or require all material-hauling trucks to maintain at least two feet of freeboard. D. Paving, watering three times daily, or applying non-toxic soil stabilizers on all unpaved access roads, parking lots, and staging areas at construction site. E. Sweeping streets daily, preferably with water sweepers, if soil is carried onto adjacent streets. F. Seeding disturbed areas as quickly as possible or installation of cover vegetation over exposed soils. (MM AIR-2) Cultural Resources 29. The following mitigation measure shall be implemented during project construction-related ground disturbance, and shall be stated on the face of all construction plans: Should human remains be encountered during grading, trenching, or other on-site excavation(s), earthwork within 30 feet of the discovery should be stopped until the County Coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the human remains. If the human remains are of a Native American origin, the Coroner must notify the Native American Heritage Commission within 24 hours of this identification. The Native American Heritage Commission will identify a Most Likely Descendant (MLD) to inspect the property and provide recommendations for the proper treatment of the remains and associated grave goods. (MM CUL-1) Should ground disturbance uncover Native American artifacts and/or human remains, the applicant shall immediately stop construction and notify Wilton Rancheria and the appropriate Federal and State agencies. Page 21 of 31 Geology 30. The updated geotechnical report shall include the following: (i) review of project grading and drainage plans, including the siting and design of C.3 bio-retention facilities, (ii) present California Building Code Seismic Deign Parameters, (iii) provide geotechnical recommendations pertaining to site clearing, grading, foundation designs, slabs-on-grade, pavement, flat work, and drainage, (iv) outline of details of the proposed observation/monitoring/testing services recommended during construction. The geotechnical monitoring during construction shall commence with clearing, and extending through grading, installation of drainage facilities, and foundation-related work. The required geotechnical update report shall be subject to technical review by the County Peer Review Geologist, and for review and approval by the Department of Conservation and Development. (MM GEO-1) 31. The updated geotechnical report shall include additional corrosivity testing to determine if special precautions shall be required to avoid damage to improvements that are in contact with the ground (concrete or steel). Following rough grading, but prior to commencement of foundation-related work, additional testing of each building pad can be required by the County, if deemed to be necessary. (MM GEO-2a) 32. Prior to the issuance of building permits, the project geotechnical engineer shall certify that lot preparation work complies with the recommendations in the approved geotechnical report. (MM GEO-2b) 33. During foundation work, the project geotechnical engineer shall provide observations services to ensure the geotechnical recommendations are properly interpreted and implemented by the contractors. Prior to requesting a final building inspection, the Building Inspection Division may require documentation of the geotechnical engineer’s observation services during final grading foundation work/lot drainage. The intent of such documentation is to ensure that the lot/building improvements are in conformance with recommendations in the approved geotechnical report. (MM GEO-2c) Noise 34. The project shall comply with the requirements for Sound Transmission Class (STC) ratings for windows and exterior doors. STC rating for selected assemblies should be based on laboratory testing performed in accordance within ASTM E-90 and comprise the entire window or door assembly, including Page 22 of 31 the frame. If non-tested assemblies are to be used, an acoustical consultant must review the glazing and frame submittals, and the STC rating of the glass may need to be increased. The location of windows and doors shall comply with Figure 2 of the Noise Study prepared for this project prepared by Brian Wourms and Charles M. Salter. Verification of compliance shall be submitted. (MM NOISE -1) 35. To reduce potential construction noise impacts, the following multi-part mitigation measure shall be implemented for the project, and shall be stated on the face of all construction plans: A. All construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on state and federal holidays on the calendar dates that these holidays are observed by the state or federal government as listed below: New Year’s Day (State and Federal) Birthday of Martin Luther King, Jr. (State and Federal) Washington’s Birthday (Federal) Lincoln’s Birthday (State) President’s Day (State and Federal) Cesar Chavez Day (State) Memorial Day (State and Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (State and Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual day the state and federal holidays occur, please visit the following websites: Federal Holidays http://www.opm.gov/fedhol California Holidays http://www.edd.ca.gov/eddsthol.htm ( B. The applicant shall make a good faith effort to minimize project- related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project-related contractors. Page 23 of 31 C. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. (MM NOISE -2) Construction 36. Contractor and/or developer shall comply with the following construction, noise, dust and litter control requirements. A. A dust and litter control program shall be submitted for the review and approval of the Community Development Division staff. Any violation of the approved program or applicable ordinances shall require an immediate work stoppage. Construction work shall not be allowed to resume until, if necessary, an appropriate construction bond has been posted. B. The site shall be maintained in an orderly fashion. Following the cessation of construction activity, all construction debris shall be removed from the site. Debris Recovery 37. At least 15 days prior to the issuance of a grading permit or building permit, the developer shall demonstrate compliance with the Debris Recovery CalGreen program. Street Names 38. Prior to the recordation of the Final Map, proposed names name shall be submitted for review by the Department of Conservation and Development, GIS/Mapping Section. Alternate street names should be submitted. The Final Map cannot be certified by CDD without the approved street names. Bicycle Parking 39. Prior to issuance a building permit, the applicant shall provide a revised site plan identifying the location for the required two bicycle spaces in accordance with County Code Section 82-16.412 for the review and approval of CDD. Page 24 of 31 PUBLIC WORKS CONDITIONS OF APPROVAL FOR PERMIT SD17-9466 Applicant shall comply with the requirements of Title 8, Title 9 and Title 10 of the Ordinance Code. Any exception(s) must be stipulated in these Conditions of Approval. Conditions of Approval are based on the (vesting) tentative map submitted to the Department of Conservation and Development on June 20, 2018. COMPLY WITH THE FOLLOWING CONDITIONS OF APPROVAL PRIOR TO FILING OF THE FINAL MAP. General Requirements: 40. In accordance with Section 92-2.006 of the Ordinance Code, this subdivision shall conform to all applicable provisions of the Subdivision Ordinance (Title 9). Any exceptions therefrom must be specifically listed in this conditional approval statement. The drainage, road and utility improvements outlined below shall require the review and approval of the Public Works Department and are based on the Vesting Tentative Map received by the Department of Conservation and Development, Community Development Division, on June 20, 2018. 41. The applicant shall submit improvement plans prepared by a registered civil engineer to the Public Works Department and pay appropriate fees in accordance with the County Ordinance and these conditions of approval. The below conditions of approval are subject to the review and approval of the Public Works Department. Roadway Improvements (Frontage): 42. Any cracked and displaced curb, gutter, and sidewalk shall be removed and replaced along the project frontage of Center Avenue. Concrete shall be saw cut prior to removal. Existing lines and grade shall be maintained. New curb and gutter shall be doweled into existing improvements. Access to Adjoining Property: Proof of Access 43. The applicant shall furnish proof to the Public Works Department of the acquisition of all necessary rights of way, rights of entry, permits and/or Page 25 of 31 easements for the construction of off-site, temporary or permanent, public and private road and drainage improvements. Encroachment Permit 44. The applicant shall obtain an encroachment permit from the Application and Permit Center, if necessary, for construction of driveways or other improvements within the right-of-way of Center Avenue. Abutter’s Rights 45. The applicant shall relinquish abutter’s rights of access along Center Avenue with the exception of the proposed private road intersection. Road Alignment/Intersection Design/Sight Distance: Sight Distance 46. The applicant shall provide sight distance at the private road and Center Avenue for a design speed of 45 miles per hour. The applicant shall trim vegetation, as necessary, to provide sight distance at these driveways. Any new landscaping, signs, fencing, retaining walls, or other obstructions proposed at the driveways shall be setback to ensure that the sight lines are clear. If the sight distance design does not meet the required standards, then the project shall be brought back to the County Planning Commission. Private Roads: 47. The applicant shall construct an on-site roadway system to current County private road standards with a minimum traveled width of 16 feet, 2-foot shoulders, and within a 25-foot access easement. Exception (Subject to Advisory Agency findings and approval): The applicant shall be granted an exception to the Section 98-6.010 requirement that parabolic vertical curves be used at changes in grade provided that the applicant designs and constructs the access roadway in accordance with current County Standards for Driveway Profile Design. Page 26 of 31 Landscaping: 48. The applicant shall submit four sets of landscape and automatic irrigation plans and cost estimates (for landscaping and automatic irrigation in public right-of- way only), prepared by a licensed landscape architect, to the Public Works Department for review and to the Zoning Administrator for review and approval, prior to filing of the Final Map. Applicant shall pay appropriate fees in accordance with County Ordinance. Any landscaping approved and constructed within the public right-of-way shall be maintained by the property owner(s). 49. All landscaping to be maintained by the property owner shall be submitted to the Zoning Administrator for review and approval. Bicycle - Pedestrian Facilities: Pedestrian Access 50. Curb ramps and driveways shall be designed and constructed in accordance with current County standards. A detectable warning surface (e.g. truncated domes) shall be installed on all curb ramps. Adequate right-of-way shall be dedicated at the curb returns to accommodate the returns and curb ramps; accommodate a minimum 4-foot landing on top of any curb ramp proposed. 51. The applicant shall design all public and private pedestrian facilities in accordance with Title 24 (Handicap Access) and the Americans with Disabilities Act. This shall include all sidewalks, paths, driveway depressions, and curb ramps. Parking: 52. Parking shall be prohibited on one side of on-site roadways where the curb-to- curb width is less than 36 feet and on both sides of on-site roadways where the curb-to-curb width is less than 28 feet. “No Parking” signs shall be installed along these portions of the roads subject to the review and approval of the Public Works Department. Utilities/Undergrounding: 53. The applicant shall underground all new and existing utility distribution facilities, including those along the frontage of Center Avenue. The applicant Page 27 of 31 shall provide joint trench composite plans for the underground electrical, gas, telephone, cable television and communication conduits and cables including the size, location and details of all trenches, locations of building utility service stubs and meters and placements or arrangements of junction structures as a part of the Improvement Plan submittals for the project. The composite drawings and/or utility improvement plans shall be signed by a licensed civil engineer. Maintenance of Facilities: 54. The maintenance obligation of all common and open space areas, private roadways, any private street lights, public and private landscaped areas, perimeter walls/fences, and on-site drainage facilities shall be included in the covenants, conditions, and restrictions (CC&Rs). The language shall be submitted for the review and approval of the Zoning Administrator and Public Works Department at least 60 days prior to filing of the Final Map for the first phase. 55. The applicant shall record a Statement of Obligation in the form of a deed notification to inform all future lot owner(s) of their obligation to maintain trees, shrubs and ground cover landscaping (landscaping features) at the expense of the lot owner(s). Applicant shall remove the landscaping features at the expense of the lot owner(s) should it become necessary in the future for the County to do any work in the public right-of-way. Maintenance and any removal of landscaping features may be performed through the Home Owners Association. This requirement shall be covenant, which shall run with the lot and shall bind all present and future owner(s) of the lot. Drainage Improvements: Collect and Convey 56. The applicant shall collect and convey all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage facility, to a natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to a natural watercourse, in accordance with Division 914 of the Ordinance Code. Applicant shall verify the adequacy at any downstream drainage facility accepting stormwater from this project prior to discharging runoff. If the downstream system(s) is inadequate to handle the existing plus project condition for the required design storm, improvements shall be Page 28 of 31 constructed to make the system adequate. The applicant shall obtain access rights to make any necessary improvements to off-site facilities. 57. The nearest public drainage facility is a storm drain line located at along the project frontage on Center Avenue. Applicant shall verify its adequacy prior to discharging run-off. Miscellaneous Drainage Requirements: 58. The applicant shall design and construct all storm drainage facilities in compliance with the Ordinance Code and Public Works Department design standards. 59. The applicant shall prevent storm drainage from draining across the sidewalk(s) and driveway(s) in a concentrated manner. National Pollutant Discharge Elimination System (NPDES): 60. The applicant shall be required to comply with all rules, regulations and procedures of the National Pollutant Discharge Elimination System (NPDES) for municipal, construction and industrial activities as promulgated by the California State Water Resources Control Board, or any of its Regional Water Quality Control Boards (San Francisco Bay - Region II). Compliance shall include developing long-term best management practices (BMPs) for the reduction or elimination of stormwater pollutants. The project design shall incorporate wherever feasible, the following long -term BMPs in accordance with the Contra Costa Clean Water Program for the site's stormwater drainage: - Minimize the amount of directly connected impervious surface area. - Install approved full trash capture devices on all catch basins (excluding catch basins within bioretention basins) as reviewed and approved by Public Works Department. Trash capture devices shall meet the requirements of the County’s NPDES permits. - Place advisory warnings on all catch basins and storm drains using current storm drain markers. - Other alternatives comparable to the above as approved by the Public Works Department. - Shallow roadside and on-site swales. - Distribute public information items regarding the Clean Water Program and Page 29 of 31 lot specific IMPs to buyers. Stormwater Management and Discharge Control Ordinance: 61. The applicant shall submit a FINAL Storm Water Control Plan (SWCP) and a Stormwater Control Operation and Maintenance Plan (O+M Plan) to the Public Works Department, which shall be reviewed for compliance with the County’s National Pollutant Discharge Elimination System (NPDES) Permit and shall be deemed consistent with the County’s Stormwater Management and Discharge Control Ordinance (§1014) prior to filing of the final map. To the extent required by the NPDES Permit, the Final Stormwater Control Plan and the O+M Plan will be required to comply with NPDES Permit requirements that have recently become effective that may not be reflected in the preliminary SWCP and O+M Plan. All time and materials costs for review and preparation of the SWCP and the O+M Plan shall be borne by the applicant. 62. Improvement Plans shall be reviewed to verify consistency with the final SWCP and compliance with Provision C.3 of the County’s NPDES Permit and the County’s Stormwater Management and Discharge Control Ordinance (§1014). 63. Stormwater management facilities shall be subject to inspection by the Public Works Department staff; all time and materials costs for inspection of stormwater management facilities shall be borne by the applicant. 64. Prior to filing of the final map, the property owner(s) shall enter into a standard Stormwater Management Facility Operation and Maintenance Agreement with Contra Costa County, in which the property owner(s) shall accept responsibility for and related to operation and maintenance of the stormwater facilities, and grant access to relevant public agencies for inspection of stormwater management facilities. 65. Prior to filing of the final map, the property owner(s) shall annex the subject property into Community Facilities District (CFD) No. 2007 -1 (Stormwater Management Facilities), which funds responsibilities of Contra Costa County under its NPDES Permit to oversee the ongoing operation and maintenance of stormwater facilities by property owners. 66. Any proposed water quality features that are designed to retain water for longer than 72 hours shall be subject to the review of the Contra Costa Mosquito & Vector Control District. Page 30 of 31 Drainage Area Fee Ordinance: 67. The applicant shall comply with the drainage fee requirements for Drainage Area 88 as adopted by the Board of Supervisors prior to initiation of the use requested with this application. ADVISORY NOTES ADVISORY NOTES ARE ATTACHED TO THE CONDITIONS OF APPROVAL, BUT ARE NOT CONDITIONS OF APPROVAL. ADVISORY NOTES ARE PROVIDED IN ORDER TO INFORM THE APPLICANT OF ADDITIONAL REGULATIONS, ORDINANCES, AND REQUIREMENTS THAT MAY BE APPLICABLE TO THE PROPOSED PROJECT. A. NOTICE OF 90-DAY OPPORTUNITY TO PROTEST FEES, DEDICATIONS, RESERVATIONS, OR OTHER EXACTIONS PERTAINING TO THE APPROVAL OF THIS PERMIT. This notice is intended to advise the applicant that pursuant to Government Code Section 66000, et seq., the applicant has the opportunity to protest fees, dedications, reservations, and/or exactions required as part of this project approval. The opportunity to protest is limited to a 90-day period after the project is approved. The ninety (90) day period, in which you may protest the amount of any fee or the imposition of any dedication, reservation, or other exaction required by this approved permit, begins on the date this permit was approved. To be valid, a protest must be in writing pursuant to Government Code Section 66020 and delivered to the Department of Conservation and Development within 90 days of the approval date of this permit. B. The applicant will be required to comply with the requirements of the Bridge/Thoroughfare Fee Ordinance for the Pacheco Area of Benefit as adopted by the Board of Supervisors. C. The project is adjacent to a Special Flood Hazard Area (100-year flood boundary) as designated on the Federal Management Emergency Agency’s Flood Insurance Rate Maps. The applicant shall be aware of the requirements of the National Flood Insurance Program and the County Flood Plain Page 31 of 31 Management Ordinance (Ordinance No. 2000-33) as they pertain to future construction of any structures on this property. D. This project is subject to the development fees in effect under County Ordinance as of July 20, 2018, the date the vesting tentative map application was accepted as complete by the Department of Conservation and Development. These fees are in addition to any other development fees, which may specified in the conditions of approval. E. The applicant shall comply with the requirements of the following agencies: - Department of Conservation and Development, Building Inspection Division - Contra Costa County Fire Protection District - Central Contra Costa Sanitary District - Contra Costa Water District G:\Current Planning\curr-plan\Staff Reports\Major Subdivisions (SD)\SD17-9466 Center Ave\BOS\SD17- 9466_REV_COA_-BOS_5-7-19.docx Findings Map for RZ17-3237 Ordinance No. 2019-12 R-B R-7 R-6 R-6 M-29 P-1 R-6 M-29 Pacheco B lvd Center Ave Aspen DrPantano Ln Victor LnTerra LnP a n t anoCir Blackwood DrORDINANCE NO._____________ (Re-Zoning Land in the __________________________ Area) The Contra Costa County Board of Supervisors ordains as follows: Page ________________ of the County's 2005 Zoning Map (Ord. No. 2005-03) is amended by re-zoning the land in the above area shown shaded on the map(s) attached hereto and incorporated herein (see also Department of Conservation and Development File No. _____________________ .) FROM: Land Use District ______________ (_______________________________________) TO: Land Use District ______________ (_______________________________________) and the Department of Conservation and Development Director shall change the Zoning Map accordingly, pursuant to Ordinance Code Sec. 84.2.002. This ordinance becomes effective 30 days after passage, and within 15 days of passage shall be published once with the names of supervisors voting for and against it in the __________________________________ , a newspaper published in this County. PASSED on ________________by the following vote: Supervisor SECTION II. EFFECTIVE DATE. SECTION I: Aye No Absent Abstain 1. J. Gioia ( ) ( ) ( ) ( ) 2. C. Andersen ( ) ( ) ( ) ( ) 3. D. Burgis ( ) ( ) ( ) ( ) 4. K. Mitchoff ( ) ( ) ( ) ( ) 5. F.D. Glover ( ) ( ) ( ) ( ) ATTEST: David Twa, County Administrator and Clerk of the Board of Supervisors __________________________________________________ Chairman of the Board By__________________________________, Dep. (SEAL) ORDINANCE NO._____________ RZ17-3237 - AYM, LLC. 2019 - 12 Pacheco H-13 & H-14 RZ17-3237 R-6 P-1 (Single Family Residential) (Planned Unit) 2019 - 12 Maps (Parcel Map, General Plan, Zoning, Aerial Photograph) ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE125 12 33 2 "A""B" 63.15 63.15100.00100.00100’75 N85^43’34"E94.6625.1063.15 62.57 3 N0^13’44"WS0^35’50"E"C"93 8685 .28Ac. .14Ac..14Ac. S89^16’W125.72 63.00127.85 S89^44’10"E S0^26’00"W298.72"A" "B" "D" "A" "B" "C" 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 48 49 50 51 52 47 46 45 71 72 42 41 40 39 38 37 74 73 34 70 69 R=205R=20 48.8860 103.59 50.51 33.22 42.67 N79^09’ 3 3 " W 31.42 60R=2031.4271.5799.83646464117N10^50’27"EN10^50’27"E103.59 N79^09’ 3 3 " W 107.62 20.3643.83109066108.22 56.17N5^33’55"EN84^21’40" W 77R=433.80111.96 51N8^02’50"WN81^56’29"E R=20 4.68 162.9 6 R=45.0 0TEMPLE DRIVEBROW N 172.84 167.61 276.46 N44^17’2 9 " E56.10N79^39’25"E 40.55102.98 N79^39’25"E 98.34 68.6823.8127.37R=2015.82R=20N. D . R=44 38.02 56.2615.82N10^20’35"W9.6446.1895.07 83.7746.52506866.3174.60 94.06 46.31R=2031.2174.60 31.4 2R=20N79^04’25"E DRIVE 179.36 (S78^03’W ) DALTON LANE B A 5067.6766.3121 N79^04’25"E R=2031.4246.31N79^04’25"E 1.20 1.20 92.30 N79^04’25"E N10^20’35"W90.35N.D. 3.40’122.55 N81^53’59"E 119.75 N.D. 223.23 N.D. A A B 179.11N10^55’35"W101.782.80 R=44 N.D. 38 N.D.N59^00’08"W1 1 3 . 6 6 46.2637.65N10^55’35"W11 6 . 5 2 113.33N38^33’23"EN5 9 ^ 5 1 ’ 0 7 "W128.9084.62 59.7987.14 67R=20R=2015.826.13N10^55’35"W49.1847.9815.82N86^43’23"E 73.80246.29(N11^57’W)72.30 192.80 166.45 0.30AC.N10^55’35"W125.03112 1.207Ac.74.29S23^24’30"E6.6226.35R=275 20.87 N.D.102.32S11^23’EDRIVE33 120 LOT 1 3.07AC. 40 50 50 20 N89^41’46"W 160.00N0^18’14"E127.5615015015015040 50 50 29 49 50 50 10 12 07 25 26 0.14AC. 0.14AC. 0.17AC.0.17AC. 0.15AC. S89^16’W30 N89^41’46"W 50 50 5050 1 1 71 71 60 60 78 79 14 15 0.17AC.0.20AC. 398.00 AVE. "A""B" CENTER 96.7396 36 08 07 5 5 55 "A" "B" S89^41’46"W 100.15 8080S0^44’ES89^41’46"W 99.31 N0^17’46"W.18Ac 100 3239.29 11.29N0^40’WN88^52’E230S0^18’14"WS0^18’14"E105.43109 .39Ac. 55 23.1 23.4 36.36.4 19.5 19.8 N0^18’14"E289.62110 1.24Ac. TRACT 5602 M.B.248-25 1-15-81 3.07 AC. 14 N8^46’46"W229.31145.51149.63S2^05’30"W4.21 13 S9^26’30"E88.0642.8020 20 N81^57’20"E 111130.51N9^26’30"WN17^56’15"E97.3852.53 S85^54’15"W N55^32’W61.72102.02128.95 225.80 196.25 17 (11-74) 2-1-61 G.C.C. 120 N87^49’46"W99.8331.93 N8^46’46"WS13^58’30"EASPEN9.49 20.47S33^47’E40.9141.95105 TRACT 6517 M.B.303-31 5-22-86 1.38AC. 0.711.65Ac.135.7253545556 57 58 63 64 65 66 67 68 22 23 24 2526 27 28 29 30 31 32 33 34 35 36 37 11011011060 60 60 60 60 60 97.17 97.76 58 86.95R=493.8045.95 N8^02’50"W34. 9 4R=20N81^57’10"E 360 60 N8^02’50"W11011033. 9 1 93.15N2^06’56"ER=20 15.82 6.4176.12 94.86 100.64 41.02 68.71N46^16’19"E75.72 N1^21’35"E166.1799 83 B A-4 63 4 3 72.6010276 63 36.76 15. 8 2 27 R=2 0 36 R=4432.1492.44 36.18 N86^36’54"W 21.48 119.90 2.60’ 75N 4 4 ^ 4 5 ’ 4 6 " W 11 6 . 4 0 N2^06’56"E91.5158.40 N8^02’50"W110.72113.2563.05 63 62 62 N79^39’25"E 63.05 N81^57’10"E115.77118.2662.05 62.05 120.75N8^02’50"W30 86.87 24.82 R=20 TEMPLE COURT 11 61S4^04’26"E87.51N85^33’11"E 59.30 90(S0^10’W)N88^38’25"W 88.30 4 2029.1495 96 97 .15Ac. .19Ac. .23Ac.80.36 N8 9 ^ 4 4 ’ 1 0 " W 38N53^35’21"W1526.7322.56 159.664 28.7191 .16Ac.81.08S0^46’06"WS49^15 ’ 4 9 " W 29.98 92 79.31 N82^00’42"E .26Ac. 0.223AC.N4^04’26"WN0^46’06"E1.7126.63S53^35’21"E33.24N89^44’10"W8.194 489.6598 .20Ac.100.13R=508 57.88 32.13 S79^51’18" E 0.85 FLAMEDRIVES.E. CORNER LOT 23 TRACT 2024 TO COUNTY 18551 4-9-58 TO COUNTY 536 OR 16 CORNER LOTS 10,13,38,39 RO. LAS JUNTAS TRACT 2859 5- 6-6-73 12-30-74 1-28-75 10-5-79 1- A- B-1961 ROLL- 2-28-68 1"=100’ R=35’.14Ac..14Ac. 75 130130(29.9)313.09N0^44’E327.27402 3 . 2 8 56.26S6^55’ER=45.9858.05 58.0552-13 03 1201201201201201201 1 TO COUNTY 38604 -54 0.018AC. PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 42.61 9.87 46.2261.38 9.84 (.120Ac.) .429Ac. 93.13 S12^57’25"E3.53 5.53 PANTANO L NDALTON CTBROWN CT62.56S3^36’36"ES1^16’1"W87.394- 3- 2- 1 2 3 4 113 114 115 116 117 20202020YASEMIN CT2515"A" 63 25 88 .127Ac 3PM30 MB 81-12 56LSM12 35PM43 36PM45 81PM41 POR RO LAS JUNTAS C-2006 ROLL-TRACT 8664 MB 479-37 6/15/05 (YASEMIN CT) C CC C 9/28/12VICTOR LNHENRYCLAYCTN0^18’14"EN D N B ND ND.51Ac 82.85.144Ac112 CO (Commercial) SH (Single-Family Residential - High Density) OF (Office)LI (Light Industry)MM (Multiple-Family Residential - Medium Density) MO (Mobile Homes) PS (Public and Semi-Public) MH(Multiple-Family Residential - High Density) see City of Pleasant Hill's general plan OS (Open Space) Pleasant Hill Map Created 02/14/2019 by Contra Costa County Department of Conservation and Development, GIS Group 30 Muir Road, Martinez, CA 94553 37:59:41.791N 122:07:03.756WI0400800200 Feet This map was created by the Contra Costa County Department of Conservation and Development with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization's tax rate areas. While obligated to use this data the County assumes no responsibility for its accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. 214 Center Ave, Pacheco AreaGeneral Plan Amendment (GP16-0007) ML (Multiple-Family Residential - Low Density) OS(Open Space) MM CO (Commercial) SH (Single-Family Residential - High Density) OF (Office) LI (Light Industry)MM (Multiple-Family Residential - Medium Density) MO (Mobile Homes) PS (Public and Semi-Public)MH (Multiple-Family Residential - High Density) see City of Pleasant Hill's general plan Pleasant Hill Current General Plan Proposed General Plan SITE SITE Project Site Parcels General Plan SH (Single Family Residential - High) MM (Multiple Family Residential - Medium) MH (Multiple Family Residential - High) ML (Multiple Family Residential - Low) MO (Mobile Home) CO (Commercial) OF (Office) LI (Light Industry) OS (Open Space) PS (Public/Semi-Public) R-6 R-7 R-6 R-B L-I T-1 P-1 C M-29 M-17 M-12 O-1 Pleasant Hill Map Created 12/04/2018by Contra Costa County Department ofConservation and Development, GIS Group30 Muir Road, M artinez, CA 9455337:59:41.791N 122:07:03.756WI0370740185Feet This map was created by the Contra C osta County Departm ent of Conservation andDevelopment with data from the Contra Costa County GIS Program. Som e base data, primarily City Lim its, is derived from the CA State Board of Equalization'stax rate areas. While obligated to use this data the County assum es no responsibility forits accuracy. This map contains copyrighted information and may not be altered. It m ay be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information. 214 Center Ave, Pacheco AreaZoning Map R-6 P-1 R-7 R-6 R-B L-I T-1 P-1 C M-29 M-17 M-12 O-1 UPleasant Hill Curr ent Zoning Pr oposed Zoning SITE SITE Project Site ParcelsZoning R-6 (Single Fam ily Residential) R-7 (Single Fam ily Residential) M-12 (Multiple Family Residential) M-17 (Multiple Family Residential) M-29 (Multiple Family Residential) O-1 (Limited Office) R-B (Retail Business) C (General Com mercial) L-I (Light Industrial) P-1 (Planned Unit) T-1 (Mobile Home/Manufactured Home Park) 0.1 THIS MAP IS NOT TO BE USED FOR NAVIGATION WGS_1984_Web_Mercator_Auxiliary_Sphere Miles0.1 Notes Contra Costa County -DOIT GIS Legend This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. 0.040 1:2,257 Aerial Photograph City Limits Unincorporated Highways Highways Bay Area Streets Water Bodies County Boundary Bay Area Counties Assessor Parcels World Imagery Low Resolution 15m Imagery High Resolution 60cm Imagery High Resolution 30cm Imagery Citations County Planning Commission Staff Report Department of Conservation and Development County Planning Commission Wednesday, February 27, 2019 – 7:00 P.M. STAFF REPORT Agenda Item #_____ Project Title: Eight-Unit Townhome Subdivision in Pacheco County File(s): County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Applicant: Owner: AYM, LLC. AYM, LLC. Zoning: General Plan: Single-Family Residential (R-6) to Planned Unit District (P-1) Office (OF) to Multiple-Family Residential-Medium Density (MM) Site Address/Location: 214 Center Avenue, Pacheco, CA APN: 125-120-017 California Environmental Quality Act (CEQA) Status: A Mitigated Negative Declaration (MND) indicating no significant environmental impacts was prepared for the project. Project Planner: Jennifer Cruz, Senior Planner (925) 674-7790 Staff Recommendation: Approve (See Section II for Complete Recommendation) I. PROJECT SUMMARY The applicant requests for approval of a General Plan Amendment, Rezoning, Final Development Plan, and Subdivision to develop a 0.49-acre parcel into eight townhome style residences, with a private road, and guest parking. The residential lots range in size from 1,349 to 1,836 square feet, with the proposed townhomes ranging in size from 2,199 to 2,203 square feet of living area. The townhomes will consist of three two-unit buildings and two single-unit buildings. The buildings will be three stories, with two-car garages. The residences will be accessed via a “T” CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 2 of 16 shaped private road accessed from Center Avenue. The project will include the installation of site improvements including, landscaping improvements, clean water facilities, roadway and storm drain improvements. The applicant also requests a variance to the minimum lot size requirement of 5 acres of the Planned Unit Zoning District, P-1 and a variance to the 10-foot public road setback for Lots 4-8. An exception to the private roads design requirements of Title 9 is also requested. Removal of five code-protected trees from the property and two additional trees on Center Avenue is proposed. Grading on-site involves exporting of approximately 2,424 cubic yards of dirt. The request for a General Plan Amendment is to change the designation of the subject property from Office (OF) to Multiple- Family Residential-Medium Density (MM) and to rezone the subject property from Single-Family Residential (R-6) to a Planned Unit District (P-1). II. RECOMMENDATION Staff recommends that the County Planning Commission: A. FIND that on the basis of the whole record before the County (Department of Conservation and Development, 30 Muir Road, Martinez, CA 94553), including the Initial Study and the comments received, the County Planning Commission finds that there is no substantial evidence that the project with the proposed mitigation measures will have a significant effect on the environment and that the December 12, 2018, Mitigated Negative Declaration reflects the County’s independent judgment and analysis. B. APPROVE the proposed Vesting Tentative Map (County File #SD17-9466) and Title 9 exception by ADOPTING the attached findings and conditions of approval. C. ADOPT a motion recommending that the Board of Supervisors: 1. CERTIFY the Mitigated Negative Declaration (MND) and Mitigation Monitoring Reporting Plan (MMRP) dated December 12, 2018, finding it to be adequate and complete, finding that it has been prepared in compliance with the California Environmental Quality Act (CEQA) and the State and County CEQA Guidelines, and finding that it reflects the County’s independent judgment and analysis, and specify that the Department of Conservation and Development (located at 30 Muir Road, Martinez, CA) is the custodian of the documents and CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 3 of 16 other material which constitute the record of proceedings upon which this decision is based. 2. APPROVE the proposed General Plan Amendment (County File #GP16-0007) to Multiple-Family Residential-Medium Density (MM). 3. APPROVE the proposed Rezoning (County File #RZ17-3237) to Planned Unit District (P-1) with a variance request to the required five-acre minimum lot size. 4. APPROVE the Final Development Plan (County File #DP17-3010) along with the associated Tree Permit and variance entitlements. 5. DIRECT staff to file a Notice of Determination with the County Clerk. III. GENERAL INFORMATION A. General Plan: The subject site has an Office (OF) General Plan designation. B. Zoning: The subject site is located in a Single-Family Residential (R-6) Zoning District. C. California Environmental Quality Act (CEQA) Compliance: A Mitigated Negative Declaration (MND) was prepared for the project. The MND identified potentially significant impacts in the areas of Air Quality, Cultural Resources, Geology and Soils, and Noise, along with mitigation measures that would reduce the impacts to a less-than-significant level, which the applicant has agreed to. The public review comment period for the MND extended from December 12, 2018 to January 2, 2019. Two comments were received within the comment period and are discussed in Section VI. D. Origin of Parcel: It is not clear how the subject property was created; however, the applicant has filed a subdivision application and through this process will comply with the requirements of the State’s Subdivision Map Act and the County’s Title 9 – Subdivision Ordinance. E. Previous Applications: 1. PR12-0002: A preapplication for a proposed six-lot subdivision was submitted to the County. CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 4 of 16 2. PR06-0002: A preapplication for a proposed multiple-family residential development was submitted to the County. IV. SITE/AREA DESCRIPTION Surrounding Land Uses: The subject property is a vacant property is located west of the intersection of Center Avenue and Aspen Drive, within an urbanized area surrounded by office and residential uses. The Pentecostal Church of God and parking lot is directly north of the subject property. The William T. Hendrick House, a historically designated building is located on a property that is directly west and a multiple-family residential development is located directly northwest of the subject property. Contra Costa County Fire Protection District – Station 9 is located south of the subject property across Center Avenue. Grayson Creek is approximately 164 feet east of the property. Residential uses are further west and south of the subject property. Site Description: The subject site is an approximately 0.49-acre vacant irregular shaped parcel that fronts on Center Avenue. The property slopes upward from Center Avenue to the rear of the property. There are approximately seven trees on the subject property, where several are small trees that are not considered code- protected trees. Five trees that will be removed consist of several large mature native oaks, almond, and ailanthus trees. There are two street trees on Center Avenue that are directly in front of the subject property and other trees near the western and northern property line, located on the boundaries of the neighboring William T. Hendrick House and multiple-family residential development, and the Pentecostal Church of God property. V. PROJECT DESCRIPTION The applicant requests a General Plan Amendment to change the designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM) and to rezone the subject property from Single-Family Residential (R-6) to a Planned Unit District (P-1). The request also includes an approval of a Vesting Tentative Map to subdivide the 0.49-acre vacant property into eight residential lots (ranging in area from 1,349 to 1,836 square feet) and a common lot - Lot 9 (9,789 square feet) for the private driveway and six guest parking spaces, and approval of a final development plan for the entire project including the eight townhomes, private roadway, landscaping improvements, and all other related improvements. Living areas range in size from 2,199 to 2,203 CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 5 of 16 square feet and will include a two-car garage for each residential unit. Lots 2 and 3, 4 and 5, 6 and 7 consists of attached townhomes. Lots 1 and 8 will each consist of a detached residential building. There are two floor plans for the proposed project. The buildings will be three stories and will have two car garages with a maximum height of approximately 38 feet 3 15/16”. The proposed residences are generally traditional in design and incorporate features from a Queen Anne design to provide some consistency with the adjacent William T. Hendrick house, a nationally registered historic building. The features of the Queen Anne design incorporated in the design of the proposed residences include gabled roofs, double hung style windows, and corbels. The residence will also include composition shingle roofing, horizontal lap siding, vertical siding on the first floor, and stone veneer at the front of the residence. A balcony will be located on the second floor. The details of the floor plans are described below. Living Area (sq. ft.) Number of Bedrooms Number of Bathrooms Height Plan One (Lots 1 & 8) 2,203 4 4 38‘ – 3 15/16“ Plan Two (Lots 2, 3, 4, 5, 6, 7) 2,199 4 4 36’ – 6 15/16“ 38‘ – 3 15/16“ (Lots 4 & 5) The subject property is accessed from Center Avenue and will continue to serve the property. A proposed 20-foot wide “T” shaped driveway will provide access to the property. The private road, identified as part of Lot 9 consist of approximately 9,789 square feet. In addition to containing the private road, Lot 9 will also contain four guest parking spaces located between Lots 1 and 2 and two additional guest parking spaces located east of Lot 3. All guest parking spaces will be 9 feet wide by 19 feet deep. In order to provide some amenities for future residents, a bench and a picnic table will be provided north of the four parking spaces between Lots 1 and 2. An additional picnic table will be provided north of the two parking spaces area located east of Lot 3. A retaining wall varying in height from 5 inches to a maximum height of 7 feet 3 inches will be provided along the western, northern, eastern property lines. A 4-foot tall fence on top of the retaining wall will be added to the portion along the western, northern, and northeastern property lines. The project will include approximately 6,435 square feet of landscaping on the subject property. Replacement trees will be provide along the perimeter of the northeastern portion of the subject property, along Center Avenue. Smaller sized CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 6 of 16 accent trees and shrubs will be located throughout the property. The applicant requests a variance to allow the rezoning of a 0.49-acre property from R-6 to P-1 (where 5 acres is the minimum lot size for residential uses) and a variance to the public road setback requirement for Lots 4 to 8 to allow down to 3 feet (where 10 feet is required) for the closest portion of the building, which is the porch. County Code Section 98-6.010 requires changes of grade in vertical alignment of street shall be made with parabolic vertical curves. However due to the required location of the site access relative to existing roadways, the difference in elevation between the back of the property and the front and the required minimum length of the vertical curves, it is impossible to fit a road using the two necessary vertical curves on the parcel. Therefore, an exception to this design requirement for a private road is also requested. Removal of five code-protected trees from the property and two additional trees on Center Avenue is proposed. There will be grading on-site involving approximately 2,424 cubic yards of dirt will be exported. VI. AGENCY COMMENTS A. Conservation and Development, Building Inspection Division: In a memo dated May 15, 2018, the Division provided comments requiring compliance with current building codes. B. Conservation and Development, Housing Programs: In an updated memo dated May 22, 2018, staff has accepted the housing plan submitted and has provided conditions of approval (COAs# 8, 9, and 10). C. Conservation and Development, Advance Planning: In a memo dated April 23, 2018, staff responded with no comments. D. Health Services Department, Environmental Health Division (CCEH): In a memo dated May 23, 2018, the Division provided comments indicating a permit is required for any well or soil boring, and abandoned wells and septic tanks must be destroyed under a permit from Environmental Health. CCEH also indicated that debris from construction or demolition activity must go to a solid waste or recycling facility and non-source separated waste materials must not be brought back to the contractor’s yard, unless the facility has appropriate solid was permit or EA notification. E. Central Contra Costa Sanitary District (CCCSD): In a memo dated May 9, 2018, CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 7 of 16 the District provided comments indicating that the property is within the CCCSD’s service area. F. Contra Costa County Fire Protection District: In a memo dated April 30, 2018, the Fire District provided comments indicating compliance with the 2016 California Fire Code (CFC), 2016 California Building Code (CBC), 2016 California Residential Code (CRC), and Local and County Ordinances. G. Contra Costa Water District (CCWD): In a memo dated May 16, 2016, CCWD provided comments indicating that CCWD provides water services to the subject property and indicated their requirements related to separate connection and meter for each lot, separate meter for landscape irrigation, relocation and/or abandonment of CCWD facilities, and appropriate backflow prevention for all services where sprinkler systems are installed. H. Local Agency Formation Commission (LAFCO): In a memo dated May 18, 2018, LAFCO indicated that the property has all necessary services (fire, sewer, water). I. California Historical Resources Information System (CHRIS): In a memo dated May 7, 2018, CHRIS recommends the preparation of an archaeological study. Since the subject property is located adjacent to a parcel containing a recorded building with the National Register and the California Register, and if the project area contains any building or structure over 45 years, a report prepared by a qualified professional familiar with the history and architecture of Contra Costa County shall also be prepared. CHRIS also recommends the applicant contacting Native American tribes for traditional, cultural, and religious heritage values. J. Public Works Department, Engineering Services Division: A letter dated July 16, 2018, provided the Department’s conditions and approval. K. Public Works Department, Transportation Engineering: A letter dated April 27, 2017, provided the Department’s comments that includes the following: street- type connection with Center, abutter’s rights of access, turn-around on-site, parking impacts on Center Avenue, and no stairs on road right-of-way. L. County Geologist Darwin Myers: In a letter dated January 15, 2018, Mr. Myers peer reviewed the project and recommended mitigation measures. M. Wilton Rancheria: In a memo dated October 23, 2018, Wilton Rancheria CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 8 of 16 submitted comments indicating that there is a possibility that ground disturbance could uncover Native American artifacts and/or human remains and recommends that the applicant should immediately stop construction and notify Wilton Rancheria and the appropriate Federal and State agencies. This recommendation is included in the conditions of approval (COA) #29. N. Pacheco Municipal Advisory Council (PMAC): In a memo dated February 13, 2019, the PMAC provided comments indicating concerns about the traffic flow on Aspen and Center Avenue should not be disrupted more than what is necessary during construction. A condition of approval (COA #35) is included that limits the hours of construction and requires the applicant to minimize project-related disruptions to the adjacent properties. No comments were received from the City of Pleasant Hill, Mt. Diablo Unified School District. VII. ENVIRONMENTAL REVIEW A Mitigated Negative Declaration (MND) was prepared for the project. The MND identified impacts to Air Quality, Cultural Resources, Geology and Soils, and Noise impacts, which would be reduced to less-than-significant levels with the proposed mitigations. Two letters were received from the Local Agency Formation Commission (LAFCO) and the Contra Costa County Fire Protection District. Below is a summary of the comments received and staff’s response. A. Local Agency Formation Commission (LAFCO): In a memo dated January 2, 2019, LAFCO indicated that since the project is located within the boundaries of the Contra Costa County Fire Protection District, Contra Costa Water District, and Central Contra Costa Sanitary District, and therefore would not need LAFCO’s approval. Staff’s Response: Comment noted. B. Contra Costa County Fire Protection District: In a letter dated August 20, 2017, the Fire District provided their comments indicating compliance with the 2016 California Fire Code, 2016 Building Code, and the 2016 California Residential Code, and Local and County Ordinances. CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 9 of 16 Staff’s Response: The applicant is required to comply with the requirements of the Fire District. VIII. STAFF ANALYSIS A. General Plan Consistency: The current General Plan land use designation for the subject property is Office (OF). The project involves an amendment to the General Plan designation from OF to Multiple-Family Residential-Medium Density (MM). Per the MM designation, a density range of 12.0 to 21.9 multiple- family units per net acre is allowed. The subject property is 0.49 acres (gross) and according to the applicant, 0.41 acres (net). The applicant originally proposed nine lots at the time of submittal for the project. However, the applicant has since reduced the proposal to eight lots to allow a more feasible design of the project, including the design of the access and circulation for the subject property. A maximum of nine units would be allowed based on the net acreage. As such, the eight-residential lot subdivision would be within the density allowed for the property. Primary land uses allowed in the MM land use designation include attached single-family residences (such as duplexes or duets), multiple family residences such as condominiums, townhouses, apartments, mobile home parks, and accessory structures normally auxiliary to the primary uses. The project involves establishing townhomes with two standalone buildings. Overall, the project involves the construction of multiple- family residences, which is consistent with the uses allowed in MM. The following policies for the Center Avenue (Pacheco) Area are applicable for the subject property and the project is consistent with these policies.  Policy 3-103: The Plan for the area in Pacheco located generally along Center Avenue west of the flood control channel is designated for Multiple-Family Residential-Medium and High Density. The Plan endorses efforts to consolidate smaller parcels into logical groupings for the private redevelopment of areas from single-family homes to multiple-family residential uses. Although it would be ideal if the subject property were to be consolidated with smaller parcels, the adjacent parcels are developed either for an office use or a church.  Policy 3-104: The Plan recognizes the historical significance of the W.T. CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 10 of 16 Hendrick house (218 Center Avenue) and encourages its continued preservation. Developments that surround the house should be designed in a fashion that compliments the structure and works toward its continued preservation. The proposed buildings considered design elements of the Hendrick house. For example, the residential buildings will have gabled roofs, double hung windows, and corbels. The subject property is located within the Urban Limit Line (ULL) and is consistent with the following policy:  Policy 3-8: Infilling of already developed areas shall be encouraged. In accommodating new development, preference shall generally be given to vacant or under-used sites within urbanized area, which have the necessary utilities installed with available remaining capacity, before undeveloped suburban lands are utilized. The subject property is vacant and under-utilized. It is located between a dental office and a newly constructed office building, and a church is located directly north of the subject property. The project is an infill project and is consistent with similar development patterns in the surrounding area. The following Transportation Policies of the County’s Transportation Element also supports the project.  Policy 5-13: The use of pedestrian and bicycle facilities shall be encouraged. Property facilities shall be designed to accommodate bikes, pedestrians, and transit.  Policy 5-24: Use of alternative forms of transportation, such as transit, bike, and pedestrian modes, shall be encouraged to provide basic accessibility to those without access to a personal automobile and help minimize automobile congestion and air pollution. According to Figure 5-3 of the Transportation and Circulation Element, the subject property is located within a Transit Corridor and within Local Transit Service Area. Alternative modes of transportation are within close proximity to the property and are accessible for the housing provided. The County Connection route is located on Pacheco Blvd., which is approximately 570 feet CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 11 of 16 east of the subject property. The County Off-Street Parking Ordinance requires long-term and short-term bicycle parking to serve each land use to meet the bikeway goals of the Transportation and Circulation Element of the County General Plan. Based on the housing type, no long-term bicycle spaces are required. However, spaces for five percent of the number of bedrooms, or two spaces is required for short-term bicycle spaces. Based on the total number of bedrooms for the entire project (32 bedrooms), two spaces will be required. As a condition of approval (COA) #39 requires the applicant to identify the location for the required number of short-term bicycle spaces in accordance with County Code Section 82-16.412. As proposed, the project is consistent with the County’s General Plan, especially the goal to reduce greenhouse gas emissions by establishing housing within an area that provides access to alternatives forms of transportation. The project is also consistent with the following Housing Goal and Policy of the County’s Housing Element.  Goal 6: Provide adequate sites through appropriate land use and zoning designations to accommodate the County’s share of regional housing needs.  Policy 7.3: Encourage P-1 zoning areas with concentrations of applicants seeking variances. The subject property is located within the Pacheco area of the County. This area is an established neighborhood. An existing church is located directly north, a dental office is located west, and a newly constructed office building is located east of the property. Multiple-family residential development are located within the surrounding area of the property, more specifically a development located directly northwest of the subject property. This is an infill project similar to other projects on properties less than the required 5-acre minimum approved in the other areas of the County, more recently in the unincorporated areas of Walnut Creek. The eight residential-lot subdivision with a parcel designated for the private road and six guest parking spaces complies with the MM General Plan land use designation and applicable General Plan policies. Housing Element Compliance: In order to assess whether this residential development application is in any way subject to the requirements of California CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 12 of 16 Government Code Section 65863, staff reviewed the site inventory for the adopted 2009 Housing Element and determined that the subject property is not among the parcels listed in the inventory of residential sites, which were relied upon to meet the County’s share of regional housing needs. B. Zoning Compliance: The subject property is located within the Single-Family Residential (R-6) Zoning District. The project involves a rezoning of the property from R-6 to a Planned Unit District (P-1). The project involves the subdivision of the subject property into eight residential lots with a parcel for the private road and for six guest parking spaces. The lots will range from 1,349 to 1,836 square feet in size. Lot 9, approximately 9,789 square feet in size provides access to the properties and guest parking spaces. There will be three townhome buildings (Lots 2, 3 and 4-7) and two standalone buildings (Lots 1 and 8). There are two floor plans proposed. Both floor plans consist of four bedrooms and four bathrooms with a two-car garage. The proposed buildings will be three stories, with a maximum height of approximately 38 feet. There are no minimum lot sizes, height, or setback requirements in the P-1 Zoning District. However, in approving a Planned Unit District, the development must be a residential environment of sustained desirability and stability, and in harmony with the character of the surrounding neighborhood. Further, the P-1 zoning is intended to provide flexibility of site design, building massing, setbacks, and height. The proposed infill project is found to be consistent with the neighborhood that includes primarily of two-story homes, within a residential developed area, as well as adjacent to commercial uses. C. Site Plan Analysis: The subject property is accessed from Center Avenue, which will continue to serve the property. There will be one 20-foot wide driveway providing direct access to the property. Five of the eight units will front on Center Avenue, with varying setbacks from 3 to 5 feet to the closest point of the building, which is the porch. The remaining lots have entryways that are located on the northern portion of the property. The project is not required to provide guest parking spaces; however, given the limitations and inability to accommodate street parking on Center Avenue and within the development, the applicant has included guest parking for the project. There will be four guest parking spaces located between Lots 1 and 2 and two additional guest parking spaces located east of Lot 3. All guest parking spaces will be 9 feet wide by 19 feet deep and located on the common parcel CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 13 of 16 D. Appropriateness of Use: The project involves a general plan, rezoning, final development plan, and subdivision of a parcel into eight residential lots and one common area parcel. Each lot will have a new residence – eight new residences and one parcel will be used for the private road and guest parking. Use of the site for residential buildings is a permitted use, consistent with the surrounding area that consists of a variety of uses such as single-family residences, multiple-family residences, office and commercial uses. Furthermore, the project will provide additional housing and the proposed general plan amendment and rezoning will remain consistent with the established development in the area. E. Stormwater Management and Discharge Control Ordinance: A Stormwater Control Plan (SWCP) is required for applications to subdivide land where the resulting project may result in a total amount of impervious surface area exceeding 10,000 square feet. Based on the buildable areas of Lots 1 through 8, and the impervious surface area for the private road (Lot 9), the total new impervious surface area will exceed the 10,000-square foot threshold. An adequate preliminary SWCP has been submitted with this application. However, the applicant will be required to revise the Final SWCP in the permit processing phase to use the newer revised template. Provision C.10, Trash Load Reduction, of the County’s NPDES permits requires control of trash in local waterways. To prevent or remove trash loads from municipal storm drain systems, trash capture devices shall be installed in catch basins (excludes those located within a bioretention/stormwater treatment facility). Devices and locations must meet the County’s NPDES permits and approved by Public Works Department. F. Drainage: The property is currently located within Drainage Area 88 and the Grayson Creek watershed. The site generally drains to Grayson Creek, which is east of the property. It appears that there are existing drainage facilities located along the project frontage on Center Avenue. The applicant will be required, as a condition of approval, to verify the adequacy of any downstream drainage facility accepting stormwater from this project prior to discharging runoff. If the downstream system is inadequate to handle the additional stormwater generated from the development, the applicant will be required to construct improvements to make the system adequate in order to satisfy the collect and convey requirements of the Ordinance code and be in compliance with Public Works Department design standards. The applicant will be required to obtain CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 14 of 16 access rights to make any necessary improvements to off-site facilities. According to the applicant, it is anticipated that the existing drainage system will have adequate capacity to accept the storm runoff from the proposed infill project. If the existing drainage system is found not to have adequate capacity to convey the post-development storm runoff, the on-site storm drainage collection system will be designed such that the post-development storm runoff will not exceed the pre-development storm runoff flow. This would result in no negative net change to the capacity of the off-site storm drainage collection system. This would be accomplished by providing an on-site flow control structure, providing additional volume to the proposed bio retention areas, and providing larger pipe diameters for the on-site drainage collection system. Three primary private storm drain lines will be constructed. One will be located in the private street and will take overflow from the bioretention basins serving as IMPs 6 and 7 on the north side of the property to the existing storm drain line in Center Avenue. The second will be located within the private road, will take runoff from the roofs of buildings 1, 2, 3, and 5 to the bioretention basin serving as IMP 8. The third will take overflow from the bioretention basins along the frontage of Center Avenue to the existing storm drain line in Center Avenue. A private “stormwater treatment” easement is proposed over the line along the project frontage on Center Avenue to ensure the line will be maintained and remain operational. G. Traffic and Circulation: The subject site is located on the north side of Center Avenue, west of Aspen Drive; both are public roads. The property is across the street from the Contra Costa County Fire Protection District Station No. 9. Center Avenue is defined as an ultimate 64-foot wide road within an 84-foot right-of-way. The ultimate pavement width, alignment and right-of way alignment is based on the County precise alignment drawing. It appears that adequate right-of-way was obtained for the ultimate road design for a Center Avenue road project in the late 1970’s. Therefore, additional right-of-way dedication is not required. Frontage improvements, which include curb, gutter, and sidewalk, appear to have been completed along this portion of Center Avenue. The applicant is proposing a private on-site roadway system (Lot 9), to be owned and maintained by a Home Owners Association, that will have access from Center Avenue. The intersection with Center Avenue is proposed to align CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 15 of 16 with Blackwood Drive. The applicant proposes to construct minimum 20-foot wide private roads within a 25-foot wide Emergency Vehicle and Private Access easement on-site, which meets County standards for private roads. Based on the Plot Plan Preliminary Grading Plan, it appears that the proposed road will not meet the requirements of Section 98-6.010 requiring parabolic vertical curves be used at changes of grade. It appears that the applicant has designed the portion of the private road between Center Avenue and the private cross-street within the site to County driveway standards, utilizing grade breaks rather than vertical curves. The applicant has requested an exception to the Section 98-6.010 requirement. H. Trees: A total of 13 trees were surveyed on the subject property, which includes two mature Valley oaks, Hindis Walnut, and other non-natives as well, located around the perimeter of the property. The project involves the removal of 5 code-protected trees on the subject property and two trees on Center Avenue. A condition of approval (COA) requiring restitution for the trees removed is included (COA #20). Two trees located outside the property, but are located along the northern and eastern property line have been assessed and recommendations by the arborist Darren Edwards, Advance Tree Service and Landscaping has provided recommendations to preserve the trees and to protect from the installation of the retaining wall along the northern and eastern portion of the property. Additionally, COA #22 has also been included to require that the applicant comply with the recommendations in the report. I. Landscaping: The project will include approximately 6,435 square feet of landscaping on the subject property. Replacement trees will be provided along the perimeter of the northeastern portion of the subject property, along Center Avenue, and smaller sized accent trees and shrubs throughout the property. The proposed landscaping is required to comply with the State’s Model Water Efficient Landscaping Ordinance (MWELO), which is included as a condition of approval (COA #26). J. Variance/Exceptions: A request for a variance to the required minimum lot size of five acres for the rezoning of a 0.49-acre property to a Planned Unit District for residential use and a variance to the public road setback varying per lot from 3-5 feet for Lots 4-8 (where 10 feet is required) is included in the project. Findings to support approval of the variance requests are discussed in the attached Findings and Conditions of Approval section. Additionally, a request for an exception to Title 9 private roadway design CPC – February 27, 2019 County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 16 of 16 requirements (parabolic vertical curves) is also requested in the project. Findings to support the approval of the exceptions are discussed in the attached Findings and Conditions of Approval section. IX. CONCLUSION The proposed project will be consistent with applicable goal and policies of the General Plan, and also with the intent of the proposed General Plan (MM) designation and the proposed P-1 district. Therefore, staff recommends that the County Planning Commission approve portions of the project that fall under their purview, and recommend approval of the project to the Board of Supervisors for the remaining project elements. Attachments: 1. Findings and Conditions of Approval 2. Maps (Parcel Page, General Plan, Zoning, Aerial Photograph) 3. Comments Received During Public Review Period 4. Mitigated Negative Declaration 5. Mitigation Monitoring Reporting Plan 6. Agency Comments 7. Vesting Tentative Map and Residential Plans G:\Current Planning\curr-plan\Staff Reports\Major Subdivisions (SD)\SD17-9466 Center Ave\CPC\SD17-9466_SR_02- 27-19.docx Mitigated Negative Declaration ENVIRONMENTAL CHECKLIST FORM 1. Project Title: Subdivision for Eight Residential Lots and a Parcel for a Private Road and Guest Parking County Files #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 2. Lead Agency Name and Address: Contra Costa County Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553 3. Contact Person and Phone Number: Jennifer Cruz, Senior Planner, (925) 674-7790 4. Project Location: 214 Center Avenue Pacheco, CA 94553 APN: 125-120-017 5. Project Sponsor's Name and Address: AYM, LLC. P.O. Box 824 Orinda, CA 94563 6. General Plan Designation: The subject site has an Office (OF) General Plan designation. The applicant proposes a General Plan Amendment to change the OF designation to Multiple-Family Residential-Medium Density (MM). 7. Zoning: The subject site is located in a Single-Family Residential (R-6) Zoning District. The applicant proposes rezoning of the site to a Planned Unit District (P-1). 8. Project Description: The applicant requests a General Plan Amendment to change the designation of the subject property from Office (OF) to Multiple-Family Residential-Medium Density (MM) and to rezone the subject property fro m Single-Family Residential (R-6) to a Planned Unit District (P-1). The request also includes an approval of a Vesting Tentative Map to subdivide an approximately 0.49-acre property into eight residential lots (ranging in area from 1,349 to 1,836 square feet) and a separate lot - Lot 9 (9,789 square feet) for the private driveway and for six guest parking spaces and a request to establish a Final Development Plan for the eight residential lots and common area parcel. The construction of eight new residences will range in size from 2,199 – 2,203 square feet of living area and will include a two-car garage for each residential unit. Lots 2 and 3, 4 and 5, 6 and 7 consists of attached townhomes. Lots 1 and 8 will each consist of a detached residential building. The applicant requests a variance to allow the rezoning of a 0.49-acre property from R-6 to P-1 (where 5 acres is the minimum for residential uses) and a variance to the public road setback varying per lot from 3-5 feet for Lots 4-8 (where 10 feet is required). An exception to the requirement of parabolic vertical curves is also proposed. Removal of five code-protected trees from the property and two additional trees on Center Avenue is proposed. There will be grading on-site involving approximately 2,424 cubic yards of dirt moved. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 2 of 36 9. Site Description & Surrounding Land Uses: The subject property is an approximately 0.49-acre property is located west of the intersection of Center Avenue and Aspen Drive, within an urbanized area surrounded by office uses and residential uses. The Pentecostal Church of God is directly north of the subject property. The William T. Hendrick House is located on a property that is directly west of the subject property and Contra Costa County Fire Protection District – Station 9 is south of the subject property. Grayson Creek is approximately 164 feet east of the property. Residential uses are further west and south of the subject property. The subject property is a vacant rectangular-like shaped property that is accessed from Center Avenue. The property slopes upward from Center Avenue to the rear of the property. There are approximately seven trees on the subject property, where several are small trees that are not considered code-protected trees. Five trees that will be removed consist of several large mature native oaks, almond, and ailanthus trees. There are two street trees on Center Avenue that are directly in front of the subject property and other tress that line the western and northern portion of the property, but are located on the William T. Hendrick House property and the Pentecostal Church of God property. 10. Other Public Agencies Whose Approval is Required (e.g. permits, financing, approval or participation agreement):  Contra Costa County Building Inspection Division  Contra Costa County Grading Division  Contra Costa County Public Works Department  Central Contra Costa Sanitary District  Contra Costa Water District  Contra Costa County Fire Protection District 11. Have California Native American tribes traditionally and culturally affiliated with the project area requested consultation pursuant to Public Resources Code Section 21080.3.1? If so, has consultation begun? No, the Wilton Rancheria tribe has not requested consultation. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 3 of 36 Environmental Factors Potentially Affected The environmental factors checked below would be potentially affected by this project, involving at least one impact that is a “Potentially Significant Impact” as indicated by the checklist on the following pages. Aesthetics Agriculture and Forestry Resources Air Quality Biological Resources Cultural Resources Geology/Soils Greenhouse Gas Emissions Hazards & Hazardous Materials Hydrology/Water Quality Land Use/Planning Mandatory Findings of Significance Mineral Resources Noise Population/Housing Public Services Recreation Transportation/Traffic Tribal Cultural Resources Utilities/Services Systems Environmental Determination On the basis of this initial evaluation: I find that the proposed project COULD NOT have a significant effect on the environment, and a NEGATIVE DECLARATION will be prepared. I find that, although the proposed project could have a significant effect on the environment, there will not be a significant effect in this case because revisions in the project have been made by, or agreed to by, the project proponent. A MITIGATED NEGATIVE DECLARATION will be prepared. I find that the proposed project MAY have a significant effect on the environment, and an ENVIRONMENTAL IMPACT REPORT is required. I find that the proposed project MAY have a "potentially significant impact" or "potentially significant unless mitigated" impact on the environment, but at least one effect 1) has been adequately analyzed in an earlier document pursuant to applicable legal standards, and 2) has been addressed by mitigation measures based on the earlier analysis as described on attached sheets . An ENVIRONMENTAL IMPACT REPORT is required, but it must analyze only the effects that remain to be addressed. I find that although the proposed project could have a significant effect on the environment, there WILL NOT be a significant effect in this case because all potentially significant effects (a) h ave been analyzed adequately in an earlier EIR pursuant to applicable standards and (b) have been avoided or mitigated pursuant to that earlier EIR, including revisions or mitigation measures that are imposed upon the proposed project. CONTACT PLANNER FOR SIGNED VERSION 12-12-18 Signature Date Jennifer Cruz, Senior Planner Contra Costa County Department of Conservation and Development GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 4 of 36 ENVIRONMENTAL CHECKLIST Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Less Than Significant Impact No Impact 1. AESTHETICS – Would the project: a) Have a substantial adverse effect on a scenic vista? b) Substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic building within a state scenic highway? c) Substantially degrade the existing visual character or quality of the site and its surroundings? d) Create a new source of substantial light or glare which would adversely affect day or nighttime views in the area? SUMMARY: Less than Significant a) According to Figure 9-1 (Scenic Ridges and Waterways) of the County General Plan, no ridges are located within the immediate area of the property. Figure 5-4 (Scenic Route) of the County General Plan does not identify Center Avenue as a scenic route. No scenic vistas are located within the area and therefore, the project would not hav e a substantial adverse effect on a scenic vista. b) The subject property is a residentially zoned vacant property. The property does not contain any rock outcropping or historic buildings. The proposed project includes the removal of 5 code-protected trees and 2 additional trees on Center Avenue is proposed. Chapter 816-6 (Tree Protection and Preservation) of the County Ordinance provides for the preservation of certain trees within the County, and controls tree removal while allowing for property development. Replanting of trees and submittal of a bond will be required as a condition to replace the trees removed for the project. Thus, the project does not proposed to be in conflict with any local policies or ordinances protecting trees. c) The subject property is vacant and located within an established neighborhood primarily consisting of residences and commercial uses. The William T. Hendrick house, a National Register-listed property is located immediately west of the property. The Cultural Resources Survey Report prepared by Daniel Shoup and Jennifer Ho, Archaeological/Historical Consultants determined that the proposed project would not potentially affect the William T. Hendricks house. Overall, implementation of the project would be less-than-significant. d) This is an infill residential project located between properties that have office buildings (one is currently being built). No lighting plans have been submitted for the project at this time. However, proposed lighting for the project would have a less-than-significant impact, since the project is a residential development located within an urbanized area. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 5 of 36 2. AGRICULTURAL AND FOREST RESOURCES: In determining whether impacts to agricultural resources are significant environmental effects, lead agencies may refer to the California Agricultural Land Evaluation and Site Assessment Model (1997) prepared by the California Dept. of Conservation as an optional model to use in assessing impacts on agriculture and farmland. In determining whether impacts to forest resources, including timberland, are significant environmental effects, lead agencies may refer to information compiled by the California Department of Forestry and Fire Protection regarding the state’s inventory of forest land, including the Forest and Range Assessment Project and the Forest Legacy Assessment project; and forest carbon measurement methodology provided in Forest Protocols adopted by the California Air Resources Board. Would the project: a) Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non-agricultural use? b) Conflict with existing zoning for agricultural use, or a Williamson Act contract? c) Conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g)), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g))? d) Result in the loss of forest land or conversion of forest land to non-forest use? e) Involve other changes in the existing environment, which due to their location or nature, could result in conversion of farmland, to non-agricultural use? SUMMARY: No Impact a) This infill project is located within an urbanized area and the site is not being used for agricultural purposes. According to the 2016 Important Farmland Map of Contra Costa County, the property is categorized as “Urban and Built-up Land”, and is not considered farmland. Additionally, Figure 8-2 (Important Agricultural Lands) of the County’s General Plan, the site is not identified as being within an Important Agricultural Area. Therefore, the proposed project will not convert existing farmland, as categorized by the California Resources Agency, to a non-agricultural use. b) The property is located in an Office (OF) General Plan land use designation, with the proposal for a General Plan Amendment to Multiple-Family Residential-Medium Density (MM). The project also proposes a rezoning of the property from Single-Family Residential (R-6) to a Planned Unit District (P-1). No agricultural uses currently exist on site. Thus, the project will not conflict with any existing zoning for agricultural use. The project does not GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 6 of 36 conflict with a Williamson Act contract, because no Williamson Act contract is associated with this property. c-e) The site is not identified as “forest land” and no such uses currently exist on the site. Thus, no “forest land” or “timberland” will be lost because of the subdivision of the land or from the proposed residential development. 3. AIR QUALITY – Where available, the significance criteria established by the applicable air quality management or air pollution control district may be relied upon to make the following determinations. Would the project: a) Conflict with or obstruct implementation of the applicable air quality plan? b) Violate any air quality standard or contribute substantially to an existing or projected air quality violation? c) Result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard (including releasing emissions, which exceed quantitative thresholds for ozone precursors)? d) Expose sensitive receptors to substantial pollutant concentrations? e) Create objectionable odors affecting a substantial number of people? SUMMARY: Less than Significant with Mitigations a) Contra Costa County is within the San Francisco Bay air basin, which is regulated by the Bay Area Air Quality Management District (BAAQMD) pursuant to the Bay Area 2017 Clean Air Plan. The purpose of the Clean Air Plan is to bring the air basin into compliance with the requirements of Federal and State air quality standards. The construction of eight homes and associated improvements is located with an urbanized portion of the County. The project would have emissions less than the screening size for evaluating impacts related to ozone and particulate matter. Therefore, the project would not conflict with the Clean Air Plan. b) The BAAQMD published Air Quality Guidelines in May 2017, which includes revisions made to the Air District’s 2010 Guidelines to address the California Supreme Court’s 2015 opinion. The BQQAMD prepared Air Quality Guidelines to assist lead agencies in evaluating air quality impacts of projects and plans proposed within the San Francisco Bay Air Basin. If the project does not exceed the screening criteria, the project would not result in the generation of criteria air pollutants that exceed the thresholds of significance for the criteria air pollutants. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 7 of 36 In assessing the air quality impacts for the eight residences that would be constructed on the subject property and the roadway improvements, neither the operational screening criteria of 451 dwelling units or the construction-related screening criterial of 240 dwelling units for the land use of townhomes from the 2017 Guidelines would be exceeded, and therefore, the proposed project would not cause a violation of any air quality standard and would not contribute substantially to any existing or projected air quality violation. Thus, the impact of the proposed construction of the residential development, private access road, and guest parking area would have a less-than-significant impact on an any air quality standard. c) The project is not anticipated to result in a cumulatively considerable net increase of any criteria pollutant for which the region is in non-attainment. The proposal is to subdivide the property into eight residential lots (ranging in area from 1,349 to 1,836 square feet) and a parcel for the private road and guest parking (Lot 9), and construct attached townhomes and detached residential dwelling units for a total of eight units within an urbanized area. Impacts will be less-than-significant. d) BAAQMD defines exposure of sensitive receptors to toxic air contaminants and risk of accidental releases of acutely hazardous materials (AHMs) as potential adverse environmental impacts. Examples of sensitive receptors include schools, hospitals, and residential areas with children, and convalescent facilities. The surrounding area consists of residential homes and schools. However, due to the scale of the propo sed project, it is anticipated that sensitive receptors would not be exposed to pollutant concentrations. Nonetheless, the construction activities will be restricted to specific days of the week and to a limited number of work hours in order to lessen the amount of time during the week that sensitive receptors would be exposed to construction-related air quality impacts. Furthermore, implementation of the following mitigation measure would reduce the impact to a less-than-significant level. IMPACT AIR-1: Exhaust emissions and particulate matter produced by construction activities related to the project may cause exposure of the public or sensitive receptors to significant amounts of pollutants or objectionable odors. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be stated on the face of all construction plans: A. All exposed surfaces (e.g., parking areas, staging areas , soil piles, graded areas, and unpaved access roads) shall be watered two times per day. B. All haul trucks transporting soil, sand, or other loose material off -site shall be covered. C. All visible mud or dirt track-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. D. All vehicle speeds on unpaved roads shall be limited to 15 mph. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 8 of 36 E. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. F. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to 5 minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. G. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. The applicant shall post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. Construction activities (earth excavation) would result in exhaust emissions and particulate matter in the form of the dust. Consistent with CEQA, the BAAQMD requires all phases of a project to be evaluated for potential impacts, including impacts associated with construction activity (grading, exhaust from construction equipment, and any required demolition) and with the operation of the completed project (related to vehicle exhaust or stationary sources such as from industrial sources). BAAQMD regards emissions of PM-10 and other pollutants from construction activity to be less than significant if dust and particulate control measures are implemented, instead of requiring quantitative analysis of construction activity to determine significance. The following mitigation measure would reduce the impact to a level of less-than-significant. IMPACT AIR-2: Construction activities would result in exhaust emissions and fine particulate matter in the form of dust. Mitigation Measure AIR -2: During construction, the project developer shall implement standard construction dust control measures recommended by the BAAQMD to include, which shall be stated on the face of all construction plans: A. Watering active construction areas on the site at least twice daily. B. Daily watering or covering stockpiles of debris, soils, sand, and other materials that can be blown by the wind. C. Covering all trucks hauling soils, sand, and other loose material or require all material-hauling trucks to maintain at least two feet of freeboard. D. Paving, watering three times daily, or applying non-toxic soil stabilizers on all unpaved access roads, parking lots, and staging areas at construction site. E. Sweeping streets daily, preferably with water sweepers, if soil is carrie d onto adjacent streets. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 9 of 36 F. Seeding disturbed areas as quickly as possible or installation of cover vegetation over exposed soils. BAAQMD regards emissions of PM-10 and other pollutants from construction activity to be less-than-significant, if the above dust and particulate control measures are implemented. e) The BAAQMD defines public exposure to offensive odors as a potentially significant impact. Potential odor impacts are based on a list of specific types of facilities, such as wastewater treatment plants, landfills, refineries, etc. Improperly maintained wastewater treatment facilities could result in some occasional objectionable odors. Another example would be the case of a failed leach field. Based on the nature of the project, objectionable odors affecting a substantial number of people would not result from the construction activities. 4. BIOLOGICAL RESOURCES – Would the project: a) Have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? b) Have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? c) Have a substantial adverse effect on federally protected wetlands as defined by Section 404 of the Clean Water Act (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means? d) Interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites? e) Conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance? f) Conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan? GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 10 of 36 SUMMARY: Less than Significant a) According to the Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas map (Figure 8-1) of the County General Plan, the subject property is not located in or adjacent to an area identified as a County-identified, significant ecological area. The subject property is located within an urbanized area and therefore, there would be no habitat modifications or impacts to special status species. b) According to the Significant Ecological Areas and Selected Locations of Pro tected Wildlife and Plant Species Areas map (Figure 8-1) of the County General Plan, the subject property is not located in or adjacent to an area identified as a County-identified, significant ecological area. There are no riparian habitats on the subject property. Grayson Creek is approximately 164 feet east of the subject property. A vacant parcel currently being developed for a two-story office building and Aspen Drive are located between the subject property and Grayson Creek. There would be no impacts to riparian habitats or sensitive natural community. c) Section 404 of the Clean Water Act (CWA) establishes a program to regulate the discharge of dredged or fill material into waters of the United States, including wetlands. Activities in waters of the United States regulated under this program include fill for development, water resource projects (such as dams and levees), infrastructure development (such as highways and airports), and mining projects. For regulatory purposes under the Clean Water Act, the term wetlands means "those areas that are inundated or saturated by surface or groundwater at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soil conditions. Wetlands generally include swamps, marshes, bogs and similar areas." The subject property does not contain federally protected wetlands as defined by Section 404 of the Clean Water Act. d) The 0.49-acre vacant property is located within an urbanized area, surrounded by office uses and residential uses. There are five trees on the subject property, which will all be removed, including two additional trees located on Center Avenue will also be removed. Currently, a two-story office building is under construction on the adjacent property immediately east of the subject property. The project does not propose to interfere with wildlife species or migratory wildlife corridors or nursery sites. e) The Contra Costa County Tree Protection and Preservation Ordinance (Chapter 816-6) provides for the protection of certain trees by regulating tree removal, while allowing for reasonable development of private property. On any developable, undeveloped property, the Ordinance requires tree alteration or removal to be considered as part of the project application. An Arborist Report dated July 19, 2017 and June 20, 2018, prepared by Darren Edwards, Advance Tree Service identified five trees on the subject property, which include several large mature native oaks, almond, and Ailanthus. The project involves the removal of five trees from the subject property and two trees located on Center Avenue. Replanting of trees will be required as a condition to replace the trees removed for the project. Overall, the project would not conflict with the County’s Tree Preservation Ordinance. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 11 of 36 f) The County has adopted the East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP), which provides a framework to protect natural resources in eastern Contra Costa County. The subject site is located outside of the areas covered by the HCP/NCCP. Therefore, the project does not conflict with the provisions of the HCP/NCCP. 5. CULTURAL RESOURCES – Would the project: a) Cause a substantial adverse change in the significance of a historical resource as defined in §15064.5? b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to §15064.5? c) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature? d) Disturb any human remains, including those interred outside of formal cemeteries? SUMMARY: Less than Significant with Mitigation a) A memorandum from the California Historical Resources Information System (CHRIS) dated May 7, 2018, raised a question about the property containing possible historic building or structure 45 years or older that may be of historic value. A qualified professional familiar with the architecture and history of Contra Costa County was recommended to conduct a CEQA Evaluation. The subject property is vacant; however, the applicant has retained a Daniel Shoup and Jennifer Ho, Archaeological/Historical Consultants to conduct the survey. The subject property is a vacant site that is located adjacent to the William T. Hendricks house, a National Register-listed property of Historic Places and the former flourmill. According to the Cultural Resources Survey Report prepared by Daniel Shoup and Jennifer Ho, Archaeological/Historical Consultants, the report determined that the no structures are know to have been constructed on the subject property or any historic archaeological deposits were present on site. Since the proposed project will have no effect on the Hendricks house itself, the project would not alter the qualities of location, design, materials, or workmanship. However, the report identified how the proposed development would affect the house’s integrity of setting, feeling, or association as recognized in the National Register. The Hendricks house is within a vicinity of suburban and residential. A parking lot adjoins the house itself and detracts from the 19th century feeling of the house. A fence and small trees separate the Hendricks house from the project area, making the house difficult to see from the project area. A 1939 aerial photograph suggests that the project area was once part of a landscaped yard attached to the Hendricks houses, however, none of the landscape features remain. There is no known association between the subject property and Hendricks house, and there are no nearby resources that are associated with the Hendricks house that will be affected by the proposed project. Furthermore, the Cultural Resources Survey Report indicates that the project would not affect the integrity of setting, feeling, or association of the GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 12 of 36 Hendricks house. As such, the proposed project does not have the potential to cause a substantial adverse change in the significance of a historical resource. b) According to the Archaeological Sensitivities map (Figure 9-2) in the County General Plan, the subject property is located in an area that is considered “largely urbanized.” CHRIS does not have any record of previous cultural resource studies for the project area. However, based on an evaluation of the environmental setting and features associated with known sites, Native American resources in this part of Contra Costa County have been found in areas marginal to the Carquinez Strait and Suisun Bay, and inland near intermittent and perennial watercourses. The subject property is located approximately four and a half miles inland from Carquinez Strait and is approximately fifty meters from Grayson Creek with alluvial deposits. Given the similarity of one or more of these environmental factors and proximity to known resources, there is a potential for unrecorded Native American resources in the proposed project area. A study was recommended by CHRIS and a study conducted by Daniel Shoup and Jennifer Ho, Archaeological/Historical Consultants was completed. The study indicated that while the Chupcan Bay Miwok people lived in the vicinity, no prehistoric sites are known in or near the project area, though several adjacent parcels have been previously surveyed. The present survey did not reveal evidence of prehistoric or historic archaeological materials. As a result, the project area appears to be of low sensitivity for archeological resources as defined in the CEQA Guidelines. Staff from the Wilton Rancheria Tribe indicated in their comments that there is a possibility that Native American artifacts and /or human remains may be uncovered. The recommendation is that the applicant should immediately stop construction and notify Wilton Rancheria and the appropriate Federal and State agencies. Thus, implementation of Mitigation Measure CULT-1 below would reduce any impacts to a less than significant level. c) The subject property slopes up from Center Avenue to the rear of the property. There are no bedrock out crops are located on the property. Further, the study conducted by the consultants did not indicate finding paleontological resources on the property. d) There is a possibility that human remains could be present and accidental discovery could occur. Consequently, construction activities on the property could result in a potentially significant adverse environmental impact due to disturbance of human remains. Staff from the Wilton Rancheria Tribe indicated in their comments that there is a possibility that Native American artifacts and/or human remains may be uncovered. The recommendation is that the applicant should immediately stop construction and notify Wilton Rancheria and the appropriate Federal and State agencies. Thus, the applicant is required to implement the following mitigation measure: Impact: CULT-1: Construction activities requiring excavations and earth movement could uncover and impact human remains. Mitigation Measure CULT-1: The following mitigation measure shall be implemented during project construction-related ground disturbance, and shall be stated on the face of all construction plans: GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 13 of 36 Should human remains be encountered during grading, trenching, or other on- site excavation(s), earthwork within 30 feet of the discovery should be stopped until the County Coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the human remains. If the human remains are of a Native American origin, the Coroner must notify the Native American Heritage Commission within 24 hours of this identification. The Native American Heritage Commission will identify a Most Likely Descendant (MLD) to inspect the property and provide recommendations for the proper treatment of the remains and associated grave goods. Implementation of this mitigation measure would reduce the adverse environmental impact due to disturbance of human remains to a less-than-significant level. 6. GEOLOGY AND SOILS – Would the project: a) Expose people or structures to potential substantial adverse effects, including the risk of loss, injury or death involving: i) Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? Refer to Division of Mines and Geology Special Publication 42. ii) Strong seismic ground shaking? iii) Seismic-related ground failure, including liquefaction? iv) Landslides? b) Result in substantial soil erosion or the loss of topsoil? c) Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse? d) Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial risks to life or property? e) Have soils incapable of adequately supporting the use of septic tanks or alternative wastewater disposal systems where sewers are not available for the disposal of wastewater? SUMMARY: Less than Significant with Mitigations GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 14 of 36 ai- iv) The nearest active fault is Concord – Green Valley fault zone, which is indicated to pass within approximately 2.2 miles of the site. Geologic mapping of the U.S. Geological Survey (USGS) indicates there are no known inactive or dormant faults that cross the property. The risk of surface fault rupture can be considered to be very low. According to the County’s General Plan Safety Element, the property is located within a “moderately low damage” susceptibility (Figure 10-4). This designation is applied to building site located in areas of Pliocene age as well as Pleistocene alluvial deposits. The risk of structural damage from earthquake ground shaking is controlled building and grading regulations. The California Building Code (CBC) mandates that for structures requiring building permits (including the proposed residential buildings, retaining walls over 3 feet in height and most types of accessory structures), their design is required to take into account foundation conditions, proximity of active faults and their associated ground shaking characteristics. The geotechnical report prepared by Rockridge Geotechnical provides CBC seismic design parameters for the project in their report, which must be used by the structural engineer in the design of civil engineering structures. Conservative design and quality construction could reduce any significant impacts to a less-than-significant level. According to the County’s General Plan Safety Element, the property is located in area that rated as generally “moderate to low” liquefaction potential (Figure 10-5). The Safety Element of the General Plan also includes a landslide map that was based on landslide mapping of a well-qualified, experienced USGS Geologist. According to that map, there are no landslides within ½ mile of the site. The Rockridge Geotechnical report indicates the site is mantled by moderately expansive soils that have developed on Pleistocene (or older) alluvial deposits. No evidence of existing shallow or deep-seated instability on the site was reported by the project geotechnical engineer. As a result, the risk of landslides can be considered to be less-than-significant. b-d) The Soil Survey considers the soil series that occurs on the site to present a moderate to high erosion hazard when the soil is bare. The grading and drainage plan for the project indicates a grade 2:1 slope that wraps around the south, east, and northeast portions of the site. Although the risk of the project being impacted by a landslide can be considered negligible, slope creep is a potential hazard. It typically occurs on slopes underlain by expansive clays, and the downslope movement includes both lateral and vertical components. Slope creep is a slow process, typically involving a small fraction of an inch per year; however, this movement accumulates over the years and can result in several inches of lateral and vertical movement over the life of a structure. The geotechnical report prepared by Rockridge Geotechnical has proposed measures to control the risk of slope creep. The measures include setback of shallow foundations from the slope, and special construction measures where the recommended setback conflicts with the project objectives. It can be anticipated that DCD, Building Inspection Division will require an Erosion Control Plan as part of the grading permit, which will address short-term construction-related erosion. The project includes four, relatively small bio-retention facilities that are immediately adjacent to proposed curbs, pavement, walkways, and/or foundations. The report prepared by Rockridge Geotechnical has reviewed the location and design of these GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 15 of 36 structures, and provides recommendations aimed at keeping the basins from creating moist/wet conditions beneath slabs. However, the County Geologist has concerns regarding several issues. The basins designed are small with extremely limited capacity and therefore, a long-term commitment to maintenance would be necessary. Modification by future property owners who may desire to create useable rear yard area may cause the basin to be vulnerable. Finally, even with implementation of the recommendation of the project geotechnical engineer, there is residual risk of damage to improvements located adjacent to the small bio-retention basins (i.e. foundations, flatwork, and the privately maintained road). Therefore, the County Geologist recommends that all needed basin capacity can be provided at a single basin located on Lot #9, since the basin will be oversized to reduce its dependence of regular maintenance. The bio-retention basins are only on Lots 4-8 and the remaining basins for the project are located on Lot 9. It is highly unlikely that there would be sufficient space for a yard on these lots. The basins will be located in front of the buildings along Center Avenue and are located within a storm water treatment easement, which will be maintained by the Homeowner’s Association. A deed restriction will be recorded indicating that no modification to the bio-retention is allowed. The bio-retention on Lots 4-8 treat water from the patio area and conveying drainage via pipe or sheet runoff is in infeasible, if located on Lot 9. However, should the applicant choose this option recommended by the County Geologist, the location of the basin would need to be approved by the Public Works Department. The geotechnical report prepared by Rockridge confirms the soils have a modera te expansion potential. To mitigate the hazard posed by the expansion potential, alternative foundation types have been identified that could be employed to mitigate the effects of expansive soils (i.e., deepened spread footings, stiffened shallow foundations, or drilled, cast-in-place concrete piers). The report goes on to indicate that the most appropriate foundation system for the residences would be a well -reinforced mat foundation with the edge of the mat deepened to reduce the potential for water infiltration. Parameters are provided for the design of the mat, but concerns identified are (i) proximity of any C.3 bio-retention facilities to the foundation, and (ii) setback of the foundation from slopes. The mitigation measures recommended for bio-retention facilities was a required setback from any imaginary slope with a 1 ½:1 gradient from the bottom of the bio-retention facility. To avoid/mitigate the effects of slope creep, Rockridge Geotechnical recommends a minimum setback of 10 feet of foundations from engineered slopes. If that setback is not consistent with project objectiv es, the geotechnical engineer recommended use of either (i) drilled, cast-in-place concrete pier foundation system, or (II) buried stitch wall. The geotechnical engineer has provided recommendations for capillary break under the concrete mat foundation, and use of a concrete mix which has a low water/cement ratio to aid in minimizing the time required for the concrete to cure. Testing of one soil sample collected indicates the sample to be “highly corrosive” to buried metal. Since the results of one sample may not be representative of one site conditions, Rockridge Geotechnical recommends additional testing to be performed during the final investigation to confirm/modify these preliminary results. The County Geologist recommends the results of all corrosivity testing be provided to underground and foundation contractors so that suitable measures can be incorporated into project design and construction. In addition, submittal of documentation of the steps taken by GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 16 of 36 the developer’s corrosion engineering firm/contractors to respond to this hazard is required. Nevertheless, the following mitigations would reduce any geological impacts to a less-than-significant level. Impact GEO-1: The Rockridge Geotechnical investigation confirms the soils have a moderate expansion potential and a risk of soil creep. Mitigation Measure GEO-1: The updated geotechnical report shall include the following: (i) review of project grading and drainage plans, including the siting and design of C.3 bio-retention facilities, (ii) present California Buidling Code Seismic Deign Parameters, (iii) provide geotechnical recommendations pertaining to site clearing, grading, foundation designs, slabs-on-grade, pavement, flat work, and drainage, (iv) outline of details of the proposed observation/monitoring/testing services recommended during construction. The ge otechnical monitoring during construction shall commence with clearing, and extending through grading, installation of drainage facilities, and foundation-related work. The required geotechnical update report shall be subject to technical review by the County Peer Review Geologist, and for review and approval by the Department of Conservation and Development. Impact GEO-2: The Rockridge Geotechnical report indicates that the soils sample tested to be “highly corrosive” to buried metal. However, the results of one sample may not be representative of the site conditions and additional teste should be performed during the final investigation to confirm/modify preliminary results. Mitigation Measure GEO-2a: The updated geotechnical report shall include additional corrosivity testing to determine if special precautions shall be required to avoid damage to improvements that are in contact with the ground (concrete or steel). Following rough grading, but prior to commencement of foundation- related work, additional testing of each building pad can be required by the County, if deemed to be necessary. Mitigation Measure GEO-2b: Prior to the issuance of building permits, the project geotechnical engineer shall certify that lot preparation work complies with the recommendations in the approved geotechnical report. Mitigation Measure GEO-2c: During foundation work, the project geotechnical engineer shall provide observations services to ensure the geotechnical recommendations are properly interpreted and implemented by the contractors. Prior to requesting a final building inspection, the Building Inspection Division may require documentation of the geotechnical engineer’s observation services during final grading foundation work/lot drainage. The intent of such documentation is to ensure that the lot/building improvements are in conformance with recommendations in the approved geotechnical report. e) The project site is served by the Central Contra Costa Sanitary District. The use of a septic tank or other on-site wastewater system is not required. 7. GREENHOUSE GAS EMISSIONS – Would the project: GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 17 of 36 a) Generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment? b) Conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the emissions of greenhouse gases? SUMMARY: Less than Significant a) The Bay Area Air Quality Management District (BAAQMD) is the agency responsible for maintaining federal and state air quality standards within the San Francisco Bay Area Air Basin. BAAQMD California Environmental Quality Act (CEQA) guidelines (Updated, 2017) provide screening criteria with which agencies can derive a conservative indication of whether the proposed project could result in potentially significant air quality impacts. If the screening criteria are met by the proposed project, then the project will not exceed greenhouse gas emissions (GHG) thresholds of significance, and the lead agency or applicant would not need to perform a detailed air quality assessment of their project’s air pollutant emissions. According to BAAQMD guidelines, the screening level size for operational GHG for a townhouse land use is 78 dwelling units. The project proposes to subdivide the property into eight residential lots and one common area parcel. Lots 2 and 3, 4 and 5, 6 and 7 consists of attached townhomes. Lots 1 and 8 will have detached residential buildings. Lot 9 will be used for a private road and for guest parking. Thus, the proposal of eight dwelling units would produce operational emissions that are well below a significant level. The screening level size for the construction-related criteria pollutant, reactive organic gases (ROG), is 240 dwelling units. Here too, the project proposal of eight dwelling units would produce construction-related emissions that are well below a significant level. b) BAAQMD The County’s Climate Action Plan (CAP) is designed to reduce local greenhouse gas (GHG) emissions while improving community health. As an implementation measure, the CAP consists of a GHG reduction strategy that has been designed to be consistent with the Bay Area Air Quality Management District’s (BAAQMD) guidance on preparing a qualified GHG reduction strategy. The CAP’s 2020 GHG reduction target is also consistent with State Assembly Bill (AB) 32 and the AB 32 scoping plan, which is to reduce community-wide emissions 15% below 2005 levels by 2020. To do so, the CAP’s GHG Reduction Strategy is structured around six topic areas and their associated goals. The topic areas include Energy Efficiency and Conservation, Renewable Energy, Land Use and Transportation, Solid Waste, Water Conservation, and Government Operations. To assist planning staff with implementation of the GHG Reduction Strategy, the CAP includes a development checklist (Appendix-E) which, when completed, identifies a project’s consistency with the CAP. Appendix-E lists the following standards for identification of a development project’s consistency with the CAP:  Installation of high-efficiency appliances and insulation to prepare for the statewide transition to zero net energy.  New nonresidential development will install high-efficiency appliances and insulation.  New residential and nonresidential development will meet the standards to be solar ready as defined by the California Building Standards Code. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 18 of 36  New single-family houses and multi-family units with private attached garages or carports will provide prewiring for EV charging stations inside the garage or carport.  New multi-family (greater than five units) and nonresidential (greater than 10,000 square feet) developments will provide EV charging stations in designated parking spots.  New residential and nonresidential development will be located within one half -mile of a BART or Amtrak station, or within one quarter -mile of a bus station. Staff will recommend that the entitlement for the proposed subdivision be conditioned to require that staff of the County Building Inspection and Community Development Divisions verify compliance with the CAP’s Appendix E standards prior to approval of any building permits for development. By ensuring compliance with the development checklist, the potential for the project conflicting with or obstructing the implementation of the County CAP is reduced to a less than significant level. 8. HAZARDS AND HAZARDOUS MATERIALS – Would the project: a) Create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials? b) Create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the likely release of hazardous materials into the environment? c) Emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one-quarter mile of an existing or proposed school? d) Be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would it create a significant hazard to the public or the environment. e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project result in a safety hazard for people residing or working in the project area? f) For a project within the vicinity of a private airstrip, would the project result in a safety hazard for people residing or working in the project area? g) Impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan? GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 19 of 36 h) Expose people or structures to a significant risk of loss, injury or death involving wildland fires, including where wildlands are adjacent to urbanized areas or where residences are intermixed with wildlands? SUMMARY: Less than Significant a-b) The project involves subdividing the subject property into eight residential parcels, with Lots 2 and 3, 4 and 5, 6 and 7 having of townhomes and Lots 1 and 8 will have detached residential buildings, a parcel for the private access road and for six guest parking spaces. No hazardous materials are used on the site with the current land use, and the project does not propose any use that involves the use, transport, or disposal of a significant amount of hazardous materials, nor will it introduce routine exposure, or cause new exposure to hazardous materials. c) There are two schools within a quarter mile of the site – Jesus Our Restorer Christian School and Little Bilingual Angels Preschool. No hazardous materials are used on site with the current land use, and the intended residential development after the subdivision will not introduce new exposure to hazardous materials. d) The subject property is not identified as hazardous materials site, according to Hazardous Waste and Substances Site List (Cortese List) maintained by the California Department of Toxic Substances Control. e-f) The property is located within an area covered by the Contra Costa Airport Land Use Compatibility Plan, as indicated in Figure 3A – airport Influence Area of the Contra Costa County Airport land Use Compatibility Plan and is located within two miles of a public airport. Buchanan Airport is approximately less than one mile east of the property. However, the subject property is not located within the Buchanan Composite Noise Contours per Figure 3B or any of the Safety Zones per figure 3C of the Contra Costa County Airport Land Use Compatibility Plan. There are no know private airstrips within the vicinity of the subject property. Further, the proposed project is located within a residential and commercial area and would have a less-than-significant impact. g) The subdivision with the proposed residential development does not propose any unusual parcel access, and will conform with the existing neighborhood emergency and evacuation plans. There is no indication that the proposed project would have impact on any emergency response plan or emergency evacuation plan that may exist in relation to the project site. The project site is served by the Contra Costa County Fire Protection District (CCCFPD) who reviewed the project and indicated that there are no concerns with the proposed access. h) The CCCFPD has reviewed the project plans, has made recommendations for the project to comply with current fire codes. Separate approval of the proposal by the CCCFPD will be required prior to the issuance of building permits. The potential of the project to introduce new exposure of people or structures to significant loss, injury, or death involving wildland fire or other types of fire danger is unlikely, since the project site is largely surrounded by urbanized lands, and is not adjacent to any wildlands. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 20 of 36 9. HYDROLOGY AND WATER QUALITY – Would the project: a) Violate any water quality standards or waste discharge requirements? b) Substantially deplete groundwater supplies or interfere substantially with groundwater recharge such that there would be a net deficit in aquifer volume or a lowering of the local groundwater table level (e.g., the production rate of pre-existing nearby wells would drop to a level which would not support existing land uses or planned uses for which permits have been granted)? c) Substantially alter the existing drainage pattern of the site or area, including through the alteration of the course of a stream or river, in a manner which would result in substantial erosion or siltation on- or off-site? d) Substantially alter the existing drainage pattern of the site or area, including through the alteration of the course of a stream or river, or substantially increase the rate or amount of surface runoff in a manner, which would result in flooding on- or off-site? e) Create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff? f) Otherwise substantially degrade water quality? g) Place housing within a 100-year flood hazard area as mapped on a federal Flood Hazard Boundary or Flood Insurance Rate Map or other flood hazard delineation map? h) Place within a 100-year flood hazard area structures, which would impede or redirect flood flows? i) Expose people or structures to a significant risk of loss, injury or death involving flooding, including flooding as a result of the failure of a levee or dam? j) Be subject to inundation by seiche, tsunami, or mudflow? SUMMARY: Less than Significant GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 21 of 36 a-b) The project site is served by the Contra Costa Water District (CCWD) and the Central Contra Costa Sanitary (CCCSD). Both CCWD and CCCSD indicate that service for the proposed subdivision is available, and will provide water and sanitary services that are compliant with current standards. No ground water wells are required or proposed, and the project is not expected to impact groundwater resources in the area. c-e) Division 914 of the County Ordinance Code requires that all stormwater entering and/or originating on this property to be collected and conveyed, without diversion and wit hin an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse. The property is currently located within Drainage Area 88 and the Grayson Creek watershed. The site generally drains to Grayson Creek, which is east of the property. There are existing drainage facilities located along the project frontage on Center Avenue. It is anticipated that the existing drainage system will have adequate capacity to accept the storm runoff from the proposed infill project. If the existing drainage system is found to not have adequate capacity to convey the post-development storm runoff, the on-site storm drainage collection system will be designed such that the post-development storm runoff flow will not exceed the pre-development storm runoff flow. This will result in no negative net change to the capacity of the off-site storm drainage collection system. This can be accomplished by providing an on-site flow control structure, providing additional volume to the proposed bio-retention areas, and providing larger pipe diameters for the on-site drainage collection system. Drainage facilities are schematically shown on the submitted plan set on the Plot Plan Drainage Plan. It appears that three primary private storm drain lines will be constructed. One, located in the private street, will take overflow from the bio - retention basins serving as IMPs 6 and 7 on the north side of the property to the existing storm drain line in Center Avenue. Another, also located within the private road, will take runoff from the roofs of buildings 1, 2, 3, and 5 to the bio-retention basin serving as IMP 8. The third will take overflow from the bio-retention basins along the frontage of Center Avenue to the existing storm drain line in Center Avenue. A private “stormwater treatment” easement is proposed over the line along the project frontage on Center Avenue to ensure the line will be maintained and remain operational. f) A Stormwater Control Plan (SWCP) is required for applications to subdivide land where the resulting project may result in a total amount of impervious surface area exceeding 10,000 square feet (5,000 square feet for projects that include parking lots, restaurants, automotive service facilities and gas stations). If at least 10,000 (or 5,000) square feet of area can be identified for development, a SWCP shall be prepared and submitted for the review and approval of the Public Works Department, in compliance with the Stormwater Management and Discharge Control Ordinance (§1014), and the County’s Municipal Separate Storm Sewer System (MS4) National Pollutant Discharge Elimination System (NPDES) Permit. Based on the buildable areas of Lots 1 through 8, and the impervious surface area for the private road (Lot 9), the total new impervious surface area will exceed the 10,000-square foot threshold. An adequate preliminary SWCP has been submitted with this application. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 22 of 36 Provision C.10, Trash Load Reduction, of the County’s NPDES permits requires control of trash in local waterways. To prevent or remove trash loads from municipal storm drain systems, trash capture devices shall be installed in catch basins (excludes those located within a bio-retention/stormwater treatment facility). Devices must meet the County’s NPDES permits and approved by Public Works Department. The Public Works Department must approve location. g-h) The project is located in Zone X, as designated on the Federal Emergency Management Agency’s Flood Insurance Rate Maps; however, it is just outside the 100 -year flood boundary as is indicated on the Vesting Tentative map. The applicant should ensure that the finished floor remain above the base flood elevation with the one-foot relevant freeboard requirement; otherwise, the applicant should be aware of the requirements of the Federal Flood Insurance Program and the County Floodplain Management Ordinance (Ordinance No. 2000-33), as they pertain to future construction of any structures on this property. Based on the proposed finished floor elevations shown on the “Plot Plan Grading Plan” it appears that the finished floors are currently planned to be at least one foot above the adjacent base flood elevation. i) The proposed project does not consist of the removal, creation, or alteration of any dam or levee that exists in the County. j) The project site is an inland site well removed from coastal areas that would be inundated by seiche, tsunami or mudflow. 10. LAND USE AND PLANNING – Would the project: a) Physically divide an established community? b) Conflict with any applicable land use plan, policy, or regulation of an agency with jurisdiction over the project (including, but not limited to the general plan, specific plan, local coastal program, or zoning ordinance) adopted for the purpose of avoiding or mitigating an environmental effect? c) Conflict with any applicable habitat conservation plan or natural communities conservation plan? SUMMARY: Less than Significant a) The property is adjacent to an existing office building on the west side, a church on the north side, and an office building under construction to the east. Single-family residences are located within the vicinity of the property. The subject property is currently vacant. The project will not divide an established community, but will rather continue to reinforce the existing community. b) The project involves an amendment to the General Plan land use designation from Office (OF) to Multiple-Family Residential-Medium Density (MM). A request for an GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 23 of 36 exception to the parabolic vertical curves is proposed and a request for a variance to the lot size to rezone the property from R-6 to P-1 (0.49 acres requested, where 5 acres is required) and a variance to the public road setback varying per lot from 3-5 feet for Lots 4-8 (where 10 feet is required) is included in the project. Subdivision of the property into eight lots will result in the construction of eight new residences and associated improvements. Removal of five code-protected trees from the property and two additional trees located on the Center Avenue will be required. Chapter 816-6 (Tree Protection and Preservation) of the County Ordinance provides for the preservation of certain trees within the County. In accordance with the Ordinance, if the project is approved, then the applicant will be required to replant trees and post a bond for the trees replanted. The proposal has been reviewed by the County Department of Conservation and Development Housing Division, which recommends approval of the applicant’s proposal to construct one moderate-income unit and pay the in-lieu fee for the remaining fractional unit, in compliance with the County Inclusionary Housing Ordinance. Overall, the project does not propose to conflict with applicable land use plan, policy, or regulation of an agency with jurisdiction over the project adopted for the purpose of avoiding or mitigating an environmental effect. c) The County has adopted the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (HCP/NCCP), which provides a framework to protect natural resources in eastern Contra Costa County. This plan covers areas within the Cities of Brentwood, Clayton, Oakley, Pittsburg, as well as unincorporated areas of Eastern Contra Costa County. The project site is not located in an area, which is covered by the plan. 11. MINERAL RESOURCES – Would the project: a) Result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the state? b) Result in the loss of availability of a locally- important mineral resource recovery site delineated on a local general plan, specific plan or other land use plan? SUMMARY: No Impact a-b) According to the Mineral Resource Areas map (Figure 8-4) of the County General Plan, the subject property is not located within a County-designated mineral resource area. There is no indication that known mineral resources would be affected by the proposal. 12. NOISE – Would the project result in: a) Exposure of persons to or generation of noise levels in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies? GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 24 of 36 b) Exposure of persons to or generation of excessive ground borne vibration or ground borne noise levels? c) A substantial permanent increase in ambient noise levels in the project vicinity above levels existing without the project? d) A substantial temporary or periodic increase in ambient noise levels in the project vicinity above levels existing without the project? e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project expose people residing or working in the project area to excessive noise levels? f) For a project within the vicinity of a private airstrip, would the project expose people residing or working in the project area to excessive noise levels? SUMMARY: Less than Significant with Mitigations a) The Noise Element of the Contra Costa County General Plan discusses the County’s goal to improve the overall environment in the County by reducing annoying and physically harmful levels of noise for existing and future residents, and for all land uses. According to the Land Use Compatibility for Community Noise Environments chart (Figure 11-6) in the County General Plan, environments with ambient noise levels of up to 60 dBA (decibels) Ldn (day night average sound level) are considered “normally acceptable” for new residential development. Environments with ambient noise levels between 60 dBA and 70 dBA are considered “conditionally acceptable” for new residential development, and new development should be undertaken only after a detailed noise analysis is performed and needed noise reduction features are included in the design. The 2013 California Building Code (CBC) requires that the indoor noise level in new multi-family housing do not exceed DNL 45 dB, where the exterior noise level is greater than DNL 60 dB. The CBC also states that if windows must be closed to meet the interior standard, the design must include a ventilation or air-conditioning system to provide a habitable interior environment. The County extends the State’s interior noise level standard of 45 dBA Ldn or less for single-family residential development, pursuant to Policy 11-4 of the Noise Element. According the County’s GIS and the County’s General Plan Noise Contour map (Figure 11-5 I), the subject property is located within a noise level of 60 dBA. The major noise sources affecting the project are vehicular traffic along the nearby roadways. Thus, the project would be located in an area that could expose persons to noise levels in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies. As a result, the applicant has prepared a noise study report prepared by Brian Wourms and Charles M. Salter. The report determined that because the windows must be closed to achieve the interior noise criterion, an alternate means of providing outside air to habitable spaces is required for all building facades exposed to GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 25 of 36 an exterior DNL of 60 dB or greater. Therefore, the following mitigation measure would reduce the impact to a less-than-significant level. Impact NOISE-1: Implementation of the project may result in exposure of persons to an interior noise level of more than 45 dBA. Mitigation Measure NOISE -1: The project shall comply with the requirements for Sound Transmission Class (STC) ratings for windows and exterior doors. STC rating for selected assemblies should be based on laboratory testing performed in accordance within ASTM E-90 and comprise the entire window or door assembly, including the frame. If non-tested assemblies are to be used, an acoustical consultant must review the glazing and frame submittals, and the STC rating of the glass may need to be increased. The location of windows and doors shall comply with Figure 2 of the Noise Study prepared for this project prepared by Brian Wourms and Charles M. Salter. b) Approval of the project would result in grading, the construction of eight townhomes, and the construction of the roadway and guest parking spaces. The proposed construction is temporary and will be limited to hours of construction. Overall, the project will not result in substantial exposure of persons to or generate excessive ground borne vibration or ground borne noise levels. c) The subject project is located directly north of Center Avenue. The property is surrounded by various commercial uses such as a church directly north of the project site, and office buildings located directly west and east of the project site, and a fire station located southeast of the project site. The subject property is also surrounded by a mix of single- family development and multi-family residential development. The primary source of noise in the project area are vehicles traveling on Center Avenue and vehicles traveling on Pacheco Boulevard, which is approximately 0.08 miles from the project site. The project involving the construction of buildings, construction of the private access road and, guest parking spaces are temporary and limited to construction hours. Thus, implementation of the project will not result in noise levels in excess of the existing ambient noise levels. d) Short-term noise levels would occur during construction and the project has the potential to expose some nearby residents to construction-related noise, as would be the case when construction is undertaken on other properties within the area. The following mitigation measure would reduce the impact to a less-than-significant level. Impact NOISE-2: Short-term noise levels would occur during construction and the project has the potential to expose some nearby residents to construction -related noise. Mitigation Measure NOISE -2: To reduce potential construction noise impacts, the following multi-part mitigation measure shall be implemented for the project, and shall be stated on the face of all construction plans: A. All construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on state and federal GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 26 of 36 holidays on the calendar dates that these holidays are observed by the state or federal government as listed below: New Year’s Day (State and Federal) Birthday of Martin Luther King, Jr. (State and Federal) Washington’s Birthday (Federal) Lincoln’s Birthday (State) President’s Day (State and Federal) Cesar Chavez Day (State) Memorial Day (State and Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (State and Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual day the state and federal holidays occur, please visit the following websites: Federal Holidays http://www.opm.gov/fedhol California Holidays http://www.edd.ca.gov/eddsthol.htm B. The applicant shall make a good faith effort to minimize project -related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project-related contractors. C. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. e) The property is located within an area covered by the Contra Costa Airport Land Use Compatibility Plan as indicated in Figure 3A – airport Influence Area of the Contra Costa County Airport land Use Compatibility Plan and is located within two miles of a public airport. Buchanan Airport is approximately less than one mile east of the property. However, the subject property is not located within the Buchanan Composite Noise Contours per Figure 3B or any of the Safety Zones per figure 3C of the Contra Costa County Airport Land Use Compatibility Plan. The proposed project would not expose people residing or working in the project area to excessive noise levels and therefore, would have a less-than-significant impact. f) There are no know private airstrips within the vicinity of the subject property. Therefore, the project would not expose people residing or working in the project area to excessive noise levels. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 27 of 36 13. POPULATION AND HOUSING – Would the project: a) Induce substantial population growth in an area, either directly (e.g., by proposing new homes and businesses) or indirectly (e.g., through extension of roads or other infrastructure)? b) Displace substantial numbers of existing housing, necessitating the construction of replacement housing elsewhere? c) Displace substantial numbers of people necessitating the construction of replacement housing elsewhere? SUMMARY: Less than Significant a) The project proposes to amend the General Plan, rezone the property in order to subdivide the subject property into eight residential lots and a parcel (Lot 9) used for the private road and for guest parking. Although the project is expected to increase the amount of housing for the area, this increase in housing is not considered a significant growth in population. b-c) As discussed above in 13a, the project proposal is expected to increase the amount of housing for the area, not decrease it. The project does not pose nor will it result in displacement of people. 14. PUBLIC SERVICES – Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services: a) Fire Protection? b) Police Protection? c) Schools? d) Parks? e) Other public facilities? SUMMARY: Less than Significant a-e) As discussed above in 13a, the project proposal is not expected to cause a substantial increase in population, and generally would not require any new public service facilities. Additionally, the project proposal has been reviewed by local public agencies and there is no indication that additional facilities are necessary. 15. RECREATION a) Would the project increase the use of existing neighborhood and regional parks or other recreational facilities such that GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 28 of 36 substantial physical deterioration of the facility would occur or be accelerated? b) Does the project include recreational facilities or require the construction or expansion of recreational facilities, which might have an adverse physical effect on the environment? SUMMARY: Less Than Significant a-b) As discussed above in 13a, the project proposal is not expected to cause a substantial increase in population, and thus, is not expected to substantially increase the use or deterioration of existing recreational facilities, nor require new or expanded recreational facilities in the area. 16. TRANSPORTATION/TRAFFIC – Would the project: a) Exceed the capacity of the existing circulation system, based on an applicable measure of effectiveness (as designated in general policy, ordinance, etc.), taking into account all relevant components of the circulation system, including but not limited to intersections, streets, highways and freeways, pedestrian and bicycle paths, and mass transit. b) Conflict with an applicable congestion management program, including, but not limited to level of service standards and travel demand measures, or other standards established by the County congestion management agency for designated roads or highways. c) Result in a change in air traffic patterns, including either an increase in traffic levels or a change in location that result in substantial safety risks? d) Substantially increase hazards due to a design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)? e) Result in inadequate emergency access? f) Conflict with adopted policies, plans or programs regarding public transit, bicycle, or pedestrian facilities, or otherwise decrease the performance or safety of such facilities? SUMMARY: Less than Significant GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 29 of 36 a-b) The project proposes an amendment to the General Plan land use designation, rezoning of the property to allow a subdivision of the property into eight residential lots and to develop each resultant parcel with a residential building, and a parcel for the private road and guest parking. Policy 4-c of the Growth Management Element of the General Plan requires a traffic impact analysis for any project that is estimated to generate 100 or more AM or PM peak-hour trips. The project is not expected to generate 100 or more AM or PM peak-hour trips, and thus would not require further analysis of traffic impact. c) The project is to allow the subdivision of one parcel into eight residential lots and to allow the construction of eight new townhomes, and a parcel for the private road and guest parking. Implementation is not expected to cause an increase in air traffic levels. d) The subject site is located directly north of Center Avenue, west of Aspen Drive; both are public roads. Center Avenue is defined as an ultimate 64-foot wide road within an 84- foot right-of-way. The ultimate pavement width, alignment and right-of way alignment is based on the County precise alignment drawing, PA-3471. It appears that adequate right-of-way was obtained for the ultimate road design for a Center Avenue road project in the late 1970’s. Therefore, additional right-of-way dedication is not required. Frontage improvements, which include curb, gutter, and sidewalk, appear to have been completed along this portion of Center Avenue. The applicant is proposing a private on-site roadway system (Lot 9), to be owned and maintained by a Home Owners Association, that will have access fro m Center Avenue. The intersection with Center Avenue is proposed to align with Blackwood Drive, which is acceptable. The applicant proposes to construct minimum 20 -foot wide private roads within a 25-foot wide Emergency Vehicle and Private Access easement on-site, which meets County standards for private roads. Design requirements for private roads are found in Division 98 of the County Ordinance Code. Based on the Plot Plan Preliminary Grading Plan, it appears that the proposed road will not meet the requirements of Section 98-6.010 requiring parabolic vertical curves be used at changes of grade. It appears that the applicant has designed the portion of the private road between Center Avenue and the private cross-street within the site to County driveway standards, utilizing grade breaks rather than vertical curves. The applicant has requested an exception to the Section 98-6.010 requirement. Due to the required location of the site access relative to existing roadways, the limited depth of the parcel, the difference in elevation between the back of the lot and the front and the required minimum length of the vertical curves, it would not be possible to fit a road using the two necessary vertical curves on the parcel. Additionally, if the site were lowered to avoid the need for vertical curves, they would not be able to connect into the existing storm drain system because the onsite drain system would be too low due to the necessary bio-retention basins. Allowing the exception would not be detrimental to public welfare because on-site traffic should be limited to residents and their guests and on-site vehicle speed will be low, similar to an apartment complex driveway. For the above reasons the Public Works Department would not oppose the granting of the exception to section 98-6.010 provided that the applicant designs and constructs the access roadway in accordance with County Standard Plan CA20. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 30 of 36 All required parking to be provided by this project will need to be on-site, not on Center Avenue. It appears that on-site parking is proposed in the area between Buildings 4 and 5, and in the area east of Building 5. Overall, the proposed project does not proposed hazards due to a design feature. e) The project has been reviewed by the Contra Costa County Fire Protection District, and recommendations were made for the project to ensure adequate emergency access. The District’s approval will be required prior to the issuance of building permits. f) There is an existing concrete sidewalk along the frontage of the property. As mentioned in Section D above, all required parking provided by this project would need to be on- site, not on Center Avenue. The project will provide a two-car garage and 6 guest parking spaces on the subject property. There is no indication that the project would impact public transit, bicycle, or pedestrian facilities. 17. TRIBAL CULTURAL RESOURCES – Would the project cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is: a) Listed or eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in Public Resources Code section 5020.1(k)? b) A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1? SUMMARY: Less than Significant a – b) The Chupcan Bay Miwok lived in the vicinity of the project site; however, no prehistoric sites are known in or near the project area. According to the Cultural Resources Survey Report prepared for the project, several adjacent parcels have been previously surveyed. The present survey did not reveal evidence of prehistoric or historic archaeological materials. As a result, the project area appears to be of low sensitivity for archaeological resources and does not appear to contact any historical resources as defined in CEQA Guidelines. Further, according to the Archaeological Sensitivities map (Figure 9-2) in the County General Plan, the subject property is located in an area that is considered “largely urbanized.” Nonetheless, staff from the Wilton Rancheria Tribe indicated in their comments that there is a possibility that Native American artifacts and /or human remains may be uncovered. The recommendation is that the applicant should immediately stop construction and notify Wilton Rancheria and the appropriate Federal and State agencies. Implementation of Mitigation Measure Cult-1 would reduce any impacts to a less than significant level. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 31 of 36 18. UTILITIES AND SERVICE SYSTEMS – Would the project: a) Exceed wastewater treatment requirements of the applicable Regional Water Quality Control Board? b) Require or result in the construction of new water or wastewater treatment facilities or expansion of existing facilities, the construction of which could cause significant environmental effects? c) Require or result in the construction of new storm water drainage facilities or expansion of existing facilities, the construction of which could cause significant environmental effects? d) Have sufficient water supplies available to serve the project from existing entitlements and resources, or are new or expanded entitlements needed? e) Result in a determination by the wastewater treatment provider, which serves or may serve the project that it has adequate capacity to serve the project’s projected demand in addition to the provider’s existing commitments? f) Be served by a landfill with sufficient permitted capacity to accommodate the project’s solid waste disposal needs? g) Comply with federal, state, and local statutes and regulations related to solid waste? SUMMARY: Less than Significant a-b) The project site is served by the Central County Costa Sanitary District. The District has reviewed the project proposal and has indicated that sanitary sewer service is available. The project would not be expected to produce an unmanageable added capacity demand on wastewater system, nor interfere with existing facilities. The District’s approval will be required prior to the issuance of building permits. c) Division 914 of the County Ordinance Code requires that all stormwater entering and/or originating on this property to be collected and conveyed, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse. The property is currently located within Drainage Area 88 and the Grayson Creek watershed. The site generally drains to Grayson Creek, which is east of the property. There are existing drainage facilities located along the project frontage on Center Avenue. It is anticipated that the existing drainage system will have adequate capacity to accept the storm runoff from the proposed infill project. If the existing drainage system is found to GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 32 of 36 not have adequate capacity to convey the post-development storm runoff, the on-site storm drainage collection system will be designed such that the post-development storm runoff flow will not exceed the pre-development storm runoff flow. This will result in no negative net change to the capacity of the off-site storm drainage collection system. This can be accomplished by providing an on-site flow control structure, providing additional volume to the proposed bio-retention areas, and providing larger pipe diameters for the on-site drainage collection system. Drainage facilities are schematically shown on the submitted plan set on the Plot Plan Drainage Plan. It appears that three primary private storm drain lines will be constructed . One, located in the private street, will take overflow from the bioretention basins serving as IMPs 6 and 7 on the north side of the property to the existing storm drain line in Center Avenue. Another, also located within the private road, will take runoff from the roofs of buildings 1, 2, 3, and 5 to the bioretention basin serving as IMP 8. The third will take overflow from the bioretention basins along the frontage of Center Avenue to the existing storm drain line in Center Avenue. A private “stormwater treatment” easement is proposed over the line along the project frontage on Center Avenue to ensure the line will be maintained and remain operational. d) The project site is served by the Contra Costa Water District (CCWD). The District has reviewed the project proposal and has indicated that water service is available for the site. The project will be required to comply with the District’s requirements. e) The project site is served by the Central County Costa Sanitary District. The District has reviewed the project proposal and has indicated that sanitary sewer service is available. The project would not be expected to produce an unmanageable added capacity demand on wastewater system, nor interfere with existing facilities. The District’s approval will be required prior to the issuance of building permits. f-g) The project proposal for eight new townhomes on the property is not expected to significantly increase the amount of solid waste over what is currently generated by the residential neighborhood in the vicinity. The project is expected to conform with the same federal, state or local solid waste regulations which apply to the entire residential neighborhood. 19. MANDATORY FINDINGS OF SIGNIFICANCE a) Does the project have the potential to degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community, reduce the number or restrict the range of a rare or endangered plant or animal, or eliminate important examples of the major periods of California history or prehistory? b) Does the project have impacts that are individually limited, but cumulatively GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 33 of 36 considerable? (“Cumulatively considerable” means that the incremental effects of a project are considerable when viewed in connection with the effects of past projects, the effects of other current projects, and the effects of probable future projects.) c) Does the project have environmental effects, which will cause substantial adverse effects on human beings, either directly or indirectly? SUMMARY: Less than Significant with Mitigations a) As discussed in individual sections of this initial study, the project proposal to subdivide the subject property into eight residential lots and develop each resultant parcel with a townhome with Lot 9 for the private road and guest parking, has the potential to impact the quality of the environment (Air Quality, Cultural Resources, Geology and Soils, Noise). However, the impact will be reduced to a less than significant level with the adoption of the recommended mitigation measures that are specified in the respective sections of this initial study. b) There is a 2-lot subdivision project located on Center Avenue, Deodar Drive, and Terra Lane, approximately 200 feet from the subject property. This project proposes a duplex on each of the lot; however, the application is on hold at this time, as the application is deemed incomplete. There are no significant projects know in the vicinity that would be “cumulatively considerable” in relation to the subject project proposal. The mitigation measures recommended for the subject project proposal will serve to minimize any cumulative impacts that may result from the project, and reduce the potential cumulative impact of future projects. c) As shown in this initial study, the project is not expected to have significant environmental effects if the recommended mitigation measures are adopted. There is no evidence showing that the project would cause substantial adverse effects on human being s, either directly or indirectly, if the recommended mitigation measures are adopted and implemented. GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 34 of 36 REFERENCES 1. Project application, description and plans for County Files #GP16-0007/RZ17-3237/SD17-9466/DP17- 3010 2. Staff Field Visit 3. California Environmental Quality Act (CEQA) Guidelines 4. Contra Costa County General Plan (2005 – 2020) 5. Contra Costa County Ordinance 6. Contra Costa County Geographic Information System 7. Contra Costa County Department of Conservation and Development Accela System 8. 2016 Contra Costa County Important Farmland Map ftp://ftp.consrv.ca.gov/pub/dlrp/FMMP/pdf/2016/con16.pdf 9. East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (ECCC HCP/NCCP) 10. Bay Area Air Quality Management District (BAAQMD) CEQA Guidelines (updated May 2017) http://www.baaqmd.gov 11. Contra Costa County Climate Action Plan ( December, 2015) 12. California Department of Toxic Substances, Hazardous Waste and Substances Site List – Site Cleanup (Cortese List) http://www.dtsc.ca.gov/SiteCleanup/Cortese_List.cfm 13. Contra Costa County Airport Land Use Compatibility Plan (12/13/00) 14. Arborist Report, prepared by Darren Edwards, Advance Tree Service and Landscaping, dated July 19, 2017 and Addendum dated June 14, 2018 15. Preliminary Geotechnical Investigation Report, prepared by Craig S. Shields, Rockridge Geotechnical, dated August 14, 2017 16. Stormwater Control Plan, prepared by Joseph McCue, Luk and Associates, dated April 2018 17. Cultural Resources Survey Report, prepared by Daniel Shoup and Jennifer Ho, Archaeological/Historical Consultants dated August 8, 2018 18. Environmental Noise Study, prepared by Brian Wourms, Charles M. Salter, Charles M. Salter Associates, Inc. dated May 30, 2018 19. Agency Comment Letter, California Historical Resources Information System (CHRIS), dated May 7, 2018 GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 35 of 36 20. Agency Comment Letter, Central Contra Costa Sanitary District (CCCSD), dated May 9, 2018 21. Agency Comment Letter, Contra Costa Fire Protection District (CCFPD), dated April 30, 2018 22. Agency Comment Letter, Contra Costa County Housing Division, dated May 22, 2018 23. Agency Comment Letter, Contra Costa Water District (CCWD), dated May 16, 2017 24. Agency Comment Letter, Contra Costa Health Services, Environmental Health, dated May 23, 2018 25. Geological Peer Review, Darwin Myers Associates (County Geologist), dated January 15, 2018 26. Agency Comment Letter, Contra Costa County , dated April 27, 2016 27. Memo, Contra Costa County Public Works Department, dated April 27, 2017 and July 16, 2018 28. Memo, Local Agency Formation Commission (LAFCO), dated May 18, 2018 29. Agency Comment Letter, Building Inspection Division, dated May 15, 2018 30. Memo, Department of Environmental Resources, Wilton Rancheria, dated October 23, 2018 GP16-0007, RZ17-3237, SD17-9466, DP17-3010: Initial Study Page 36 of 36 ATTACHMENTS 1) Mitigation Monitoring Program 2) County Parcel Page 3) Subject Property and Surrounding General Plan Designations 4) Subject Property and Surrounding Zoning Districts 5) Aerial View of Subject Property and Vicinity 6) Vesting Tentative Map and Elevations Mitigated Monitoring Reporting Plan MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 1 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification IMPACT AIR-1: Exhaust emissions and particulate matter produced by construction activities related to the project may cause exposure of the public or sensitive receptors to significant amounts of pollutants or objectionable odors. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be stated on the face of all construction plans: A. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. B. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. C. All visible mud or dirt track-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. D. All vehicle speeds on unpaved roads shall be limited to 15 mph. E. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. F. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to 5 minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for Condition of Approval Review of construction plans. Prior to issuance of a building permit. Community Development Division (CDD) MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 2 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification construction workers at all access points. G. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. The applicant shall post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. IMPACT AIR-2: Construction activities would result in exhaust emissions and fine particulate matter in the form of dust. Mitigation Measure AIR -2: During construction, the project developer shall implement standard construction dust control measures recommended by the BAAQMD to include, which shall be stated on the face of all construction plans: A. Watering active construction areas on the site at least twice daily. B. Daily watering or covering stockpiles of debris, soils, sand, and other materials that can be blown by the wind. C. Covering all trucks hauling soils, sand, and other loose material or require all material-hauling trucks to maintain at least two feet of freeboard. D. Paving, watering three times daily, or applying non- toxic soil stabilizers on all unpaved access roads, parking lots, and staging areas at construction site. Condition of Approval Review of construction plans. Prior to issuance of a building permit and throughout construction. CDD Contractor MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 3 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification E. Sweeping streets daily, preferably with water sweepers, if soil is carried onto adjacent streets. F. Seeding disturbed areas as quickly as possible or installation of cover vegetation over exposed soils. Impact: CULT-1: Construction activities requiring excavations and earth movement could uncover and impact human remains. Mitigation Measure CULT-1: The following mitigation measure shall be implemented during project construction-related ground disturbance, and shall be stated on the face of all construction plans: Should human remains be encountered during grading, trenching, or other on-site excavation(s), earthwork within 30 feet of the discovery should be stopped until the County Coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the human remains. If the human remains are of a Native American origin, the Coroner must notify the Native American Heritage Commission within 24 hours of this identification. The Native American Heritage Commission will identify a Most Likely Descendant (MLD) to inspect the property and provide recommendations for the proper treatment of the remains and associated grave goods. Condition of Approval Upon encountering any human remains. During construction activities. CDD Native American Heritage Commission Impact GEO-1: The Rockridge Geotechnical investigation confirms the soils have a moderate expansion potential and a risk of soil creep. Mitigation Measure GEO-1: The updated geotechnical report shall include the following: (i) review of project grading and drainage plans, including the siting and design of C.3 bio-retention facilities, (ii) present California Buidling Code Seismic Deign Parameters, (iii) provide geotechnical recommendations pertaining to Condition of Approval Review of geotechnical report. Prior to issuance of a building permit. CDD County Geologist MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 4 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification site clearing, grading, foundation designs, slabs-on- grade, pavement, flat work, and drainage, (iv) outline of details of the proposed observation/monitoring/testing services recommended during construction. The geotechnical monitoring during construction shall commence with clearing, and extending through grading, installation of drainage facilities, and foundation-related work. The required geotechnical update report shall be subject to technical review by the County Peer Review Geologist, and for review and approval by the Department of Conservation and Development. Impact GEO-2: The Rockridge Geotechnical report indicates that the soils sample tested to be “highly corrosive” to buried metal. However, the results of one sample may not be representative of the site conditions and additional teste should be performed during the final investigation to confirm/modify preliminary results. Mitigation Measure GEO-2a: The updated geotechnical report shall include additional corrosivity testing to determine if special precautions shall be required to avoid damage to improvements that are in contact with the ground (concrete or steel). Following rough grading, but prior to commencement of foundation-related work, additional testing of each building pad can be required by the County, if deemed to be necessary. Mitigation Measure GEO-2b: Prior to the issuance of building permits, the project geotechnical engineer shall certify that lot preparation work complies with the recommendations in the approved geotechnical report. Mitigation Measure GEO-2c: During foundation work, the project geotechnical engineer shall provide observations services to ensure the geotechnical recommendations are properly interpreted and implemented by the contractors. Prior to requesting a final building inspection, the Condition of Approval Review of geotechnical report. Prior to issuance of a building permit. CDD County Geologist MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 5 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification Building Inspection Division may require documentation of the geotechnical engineer’s observation services during final grading foundation work/lot drainage. The intent of such documentation is to ensure that the lot/building improvements are in conformance with recommendations in the approved geotechnical report. Impact NOISE-1: Implementation of the project may result in exposure of persons to an interior noise level of more than 45 dBA. Mitigation Measure NOISE -1: The project shall comply with the requirements for Sound Transmission Class (STC) ratings for windows and exterior doors. STC rating for selected assemblies should be based on laboratory testing performed in accordance within ASTM E-90 and comprise the entire window or door assembly, including the frame. If non-tested assemblies are to be used, an acoustical consultant must review the glazing and frame submittals, and the STC rating of the glass may need to be increased. The location of windows and doors shall comply with Figure 2 of the Noise Study prepared for this project prepared by Brian Wourms and Charles M. Salter. Verification of compliance shall be submitted Condition of Approval Review of construction plans. Prior to issuance of a building permit. CDD Applicant’s Noise Consultant Impact NOISE-2: Short-term noise levels would occur during construction and the project has the potential to expose some nearby residents to construction- related noise. Mitigation Measure NOISE -2: To reduce potential construction noise impacts, the following multi-part mitigation measure shall be implemented for the project, and shall be stated on the face of all construction plans: A. All construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on state and federal holidays on the calendar dates that these holidays are observed by the state or federal government as Condition of Approval Review of construction plans. Prior to issuance of a building permit and throughout construction. CDD MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 6 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification listed below: New Year’s Day (State and Federal) Birthday of Martin Luther King, Jr. (State and Federal) Washington’s Birthday (Federal) Lincoln’s Birthday (State) President’s Day (State and Federal) Cesar Chavez Day (State) Memorial Day (State and Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (State and Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual day the state and federal holidays occur, please visit the following websites: Federal Holidays http://www.opm.gov/fedhol California Holidays http://www.edd.ca.gov/eddsthol.htm B. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project-related contractors. MITIGATION MONITORING REPORTING PLANS - SUBDIVISION FOR EIGHT RESIDENTIAL LOTS AND A PARCEL FOR A PRIVATE ROAD AND GUEST PARKING IN PACHECO COUNTY FILES #GP16-0007, RZ17-3237, SD17-9466, DP17-3010 Page 7 of 7 Impact Mitigation Measure Implementing Action Method of Verification Timing of Verification Party Responsible for Verification Compliance Verification C. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. Mitigated Negative Declaration Comments Agency Comments Plans Eight-Unit Townhome Subdivision in Pacheco GP16-0007, RZ17-3237, SD17-9466, DP17-3010 214 Center Avenue, Pacheco General Plan Current: Office Proposed: Multiple-Family Residential-Medium Density (MM) Zoning Current: Single-Family Residential (R-6) Proposed: Planned Unit District (P-1) Proposed Project 0.49-acre vacant property to be redesignated to MM and rezoned to P-1 Subdivide property in to 8 residential lots and a common area parcel for a private road and 6 parking spaces Residential lots will range in size from 1,349 to 1,836 square feet Townhomes will range in size from 2,199 to 2,203 square feet of living area Townhomes will consist of (3) two-unit buildings and (2) single-unit buildings Buildings will be three stories will have two-car garages Access is from Center Avenue Proposed Project Variances to lot size requirement of 5 acres for P-1, 10-foot public road setback for Lots 4 –8 Removal of 5 code-protected trees from the property and two additional trees on Center Avenue Exception to the private road design requirements of Title 9 Approximately 2,424 cubic yards of dirt removed from site Installation of site improvements such as landscaping, clean water facilities, roadway, and storm drain improvements Thank you RECOMMENDATION(S): ACCEPT report on Bike to Work Day outreach efforts in Contra Costa County and DIRECT staff as appropriate. FISCAL IMPACT: No fiscal impact. BACKGROUND: The goal of Bike to Work Day (Friday May 9th) is to encourage County commuters to try bicycling to work on this day by offering a variety of incentives, such as a raffle for prizes and energizer stations with refreshments and educational materials for bicycle commuters throughout the County. The hope is that once individuals try bicycling to work, they will continue to commute by bicycle one or more days a week. Bicycling provides excellent exercise and is a non-polluting and energy-efficient form of transportation. On April 7, 2019, the Transportation, Water, and Infrastructure Committee ("Committee") accepted a report on the County's participation in 2018 Bike to Work Day. The report included a video showing 2018 Bike to Work Day participation and outreach efforts in Contra Costa County. The Committee directed staff to present the video to the Board of Supervisors at its May 7, 2019 meeting, in advance of 2019 Bike to Work APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Robert Sarmiento (925) 674-7822 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier , Deputy cc: D.11 To:Board of Supervisors From:TRANSPORTATION, WATER & INFRASTRUCTURE COMMITTEE Date:May 7, 2019 Contra Costa County Subject:Report on Bike to Work Day Outreach Efforts in Contra Costa County BACKGROUND: (CONT'D) Day, which will take place on May 9, 2019. The Committee also directed staff to promote 2019 Bike to Work Day through Contra Costa TV (CCTV) and the Supervisors' offices. On April 16, 2019, the Board of Supervisors adopted a resolution (Exhibit A) proclaiming May 9, 2019, as Bike to Work Day in Contra Costa County. The Board authorized the County Administrator to sign a memorandum requesting County Department Heads to participate in outreach efforts to their employees for 2019 Bike to Work Day. The memorandum includes language encouraging County departments to participate in a competition to determine which department will have the highest number of employees who participate in Bike to Work Day. Additional information on 2019 Bike to Work Day, including the location of energizer stations within the County and throughout the Bay Area, is available at this website: https://bayareabiketowork.com. CONSEQUENCE OF NEGATIVE ACTION: The County will miss this opportunity to further encourage staff and the public to participate in 2019 Bike to Work Day. CLERK'S ADDENDUM Accepted report. Bruce Ohlson provided written comments (attached). AGENDA ATTACHMENTS Exhibit A - Bike to Work Day Res.2019-124 MINUTES ATTACHMENTS Written Comment ARCHIVED DOCUMENT RECOMMENDATION(S): 1. WAIVE the 180-day "sit out period" for Cindy Nieman, Probation Department; 2. FIND that the appointment of Cindy Nieman is necessary to fill a critically needed position; and 3. APPROVE and AUTHORIZE the hiring of County retiree Cindy Nieman as a temporary County employee effective May 8, 2019 and serving through December 31, 2019. FISCAL IMPACT: If the request is granted, there will continue to be salary and employment tax payment for the hours provided of approximately $58,768. These costs will be offset by position vacancies in the Probation Department. BACKGROUND: Payroll for Field Operations in the Probation Department is handled by a Payroll Clerk and the Executive Secretary. The Payroll Clerk retired on February 28, 2019 and the Executive Secretary retired on March 31, 2019. Two new employees are now handling the payroll functions for Field Operations. Allowing Ms. Nieman to return as a retiree temp is critical to ensure proper APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes:Thru July 31, 2019 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: Danielle Fokkema, 925-313-4195 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.12 To:Board of Supervisors From:Todd Billeci, County Probation Officer Date:May 7, 2019 Contra Costa County Subject:Temporary Hire of County Retiree-Waiver of 180-day "sit out" period BACKGROUND: (CONT'D) training and that the payroll function for Field Operations is completed correctly. Additionally, the Probation Department has a Clerical Supervisor vacancy, which we are having difficulty filling. Ms. Nieman will also assist the department with supporting our clerical staff. CONSEQUENCE OF NEGATIVE ACTION: Payroll functions will be jeopardized and employees may not be properly paid. Payroll mistakes cause issues and delays in efficiency for other county Departments. Ms. Nieman’s return would help alleviate that possibility. CLERK'S ADDENDUM Effective end date of July 31, 2019. RECOMMENDATION(S): 1. CONSIDER waiving the 180-day sit-out period for Leodegario (Leo) Olazo, Accounting Technician, in the Treasurer-Tax Collector’s Office; 2. FIND that the appointment of Mr. Olazo is necessary to fill a critically needed position; and 3. APPROVE and AUTHORIZE the hiring of County retiree Mr. Olazo as a temporary County employee effective April 16, 2019 and serving through June 30, 2019, as recommended by the Treasurer-Tax Collector. FISCAL IMPACT: Upon approval, this action will have a cost savings of approximately $3,800, which will help to offset salary and employment tax payments for the time employed. (100% General Fund) BACKGROUND: The Business License Division consists of two full-time employees. As APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes:effective May 8, 2019 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: Brice Bins, (925) 957-2848 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.13 To:Board of Supervisors From:Russell Watts, Treasurer-Tax Collector Date:May 7, 2019 Contra Costa County Subject:Temporary Hire of County Retiree- Waiver of 180-day Sit-Out Period BACKGROUND: (CONT'D) one of these employees was Mr. Olazo and holds a lead role. Mr. Olazo has served the County for more than 20 years and is a subject-matter expert of the County’s business license program and a related tax system. Mr. Olazo recently retired March 30, 2019. The other employee recently informed management March 11, 2019 that she will be taking a leave of absence immediately and for up to nine months. The absence of both employees will place a significant strain on the business license operations, especially as the Division gears up for its annual renewal application process occurring between April and June. As a temporary hire, Mr. Olazo will be able to minimize the disruption and help maintain the expected level of service the public has come to expect. At the same time, he will be available to transfer his knowledge and experience to current staff during the business license renewal process. The Office plans to fill the vacant position as soon as possible as a result of Mr. Olazo’s retirement. CONSEQUENCE OF NEGATIVE ACTION: While the Treasurer-Tax Collector’s Office seeks a replacement, without the temporary hire of Mr. Olazo the daily operations of the Business License Division will be significantly impacted and may be unable to efficiently and effectively complete the necessary collections, reconciliations, and enforcements of the annual business license renewal application. CLERK'S ADDENDUM Effective hire date of May 8, 2019. RECOMMENDATION(S): 1. CONSIDER waiving the 180-day "sit out" period for Ms. Elizabeth Arbuckle, Departmental Fiscal Officer, in the Office of the Sheriff; 2. FIND that the appointment of Elizabeth Arbuckle is necessary to fill a critically needed position; and 3. APPROVE and AUTHORIZE the hiring of retiree Elizabeth Arbuckle as a temporary County employee for the period of May 8, 2019 through September 30, 2019, as recommended by the Sheriff-Coroner. FISCAL IMPACT: Salary costs are included in the Department's operating budget. There will be salary and employment tax payments for the hours provided up to approximately $25,000. These costs will be offset by savings due to the vacancy of the permanent position. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: 925-335-1557 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.14 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Temporary Hire of County Retiree - Waiver of 180 day "sit out" period BACKGROUND: The Public Employee Pension Reform Act of 2013 requires that active members who retire on or after January 1, 2013 must wait 180 days after retirement before returning to work as a temporary employee. The Act also allows the Board, based on a finding that the appointment is necessary to fill a critically needed position, to waive the 180-day "sit out" period. Ms. Elizabeth Arbuckle retired from the Office of the Sheriff effective March 28, 2019 after holding the position of Departmental Fiscal Officer within the Personnel and Finance Division since 2011. In that role, Ms. Arbuckle was responsible for providing financial management of a $243 million department budget, annual levies of police districts and zones, investments and other various required status reports. The Office of the Sheriff is actively recruiting to fill the vacant position, however due to the extensive background process needed in order to work for a law enforcement agency, the recruitment process is lengthy. All Office of the Sheriff employees, sworn and civilian, must pass the same extensive background review process prior to being hired by the Office of the Sheriff. While the Department moves forward with recruitment process, we need the experience, expertise and institutional knowledge of Ms. Arbuckle to continue to provide these services to our Department. It would be the Department's intent to keep Ms. Arbuckle until the recruitment to backfill the position could be completed and some cross training and succession planning is completed. CONSEQUENCE OF NEGATIVE ACTION: Failure to receive Board approval will result in a significant negative impact in the Office of the Sheriff's Personnel and Finance Division's ability to provide financial management and other services for the Department. CHILDREN'S IMPACT STATEMENT: No impact. RECOMMENDATION(S): 1. Consider waiving the 180-day sit-out period for William Sorrell, Health Services Administrator - Level C, in the Health Services Department; 2. Find that the appointment of Mr. Sorrell is necessary to fill a critically needed position; and 3. Approve and authorize the hiring of County retiree Mr. Sorrell as a temporary County employee effective April 17, 2019 and serving through April 16, 2020. FISCAL IMPACT: Upon approval, this action has an annual cost of approximately $46,314. The entire cost is fully funded within the adopted FY 18-19 and proposed FY 19-20 budget, drawing on current general fund allocations, and some Medicaid Administrative claims (MAA). BACKGROUND: William Sorrell was hired in March of 1988 in the Public Health Division within Health Services Department. After 31 years of county service, he retired on March 31, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes:effective May 8, 2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.15 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Temporary Hire of County Retiree Waiver of 180-day Sit-Out Period in the Health Services Department BACKGROUND: (CONT'D) As a Public Health Administrator, Mr. Sorrell was in charge of critical administrative management functions, and served as the primary liaison between Public Health and Personnel, Fiscal Services, Purchasing, Facilities, Work Place Safety and HIPAA Compliance. To maintain the continuity of these essential functions, the Department is requesting to hire Mr. Sorrell to train current and future employees and provide coverage until his vacant position is filled. There is no other employee who possesses the range and depth of knowledge to serve as a mentor and trainer for the Public Health Division. The Public Health Division hired a Health Services Administrator - Level C in October 2018 but by the end of March 2019, the position became vacant. Currently, there is no eligible list and Health Services Personnel Unit is planning to announce the recruitment in mid-May. CONSEQUENCE OF NEGATIVE ACTION: Failure to secure the temporary services of Mr. Sorrell will greatly challenge the Public Health Division to achieve capability and competence in providing essential administrative management services across the division. CHILDREN'S IMPACT STATEMENT: N/A CLERK'S ADDENDUM Effective hire date, May 8, 2019. ATTACHMENTS RECOMMENDATION(S): 1. Consider waiving the 180 day 'sit out period' for Tanya Drlik, Integrated Pest Management Coordinator in the Health Services Department; 2. Find that the appointment of Ms. Drlik is necessary to fill a critically needed position; and 3. Approve and authorize the hiring of County retiree Ms. Drlik as a temporary County employee effective April 22, 2019 and serving through April 21, 2020. FISCAL IMPACT: This action has an annual cost of approximately $46,314 which is 100% funded by the County Agriculture and Public Works Departments. BACKGROUND: Tanya Drlik retired from County service on March 29, 2019. For ten years, Ms. Drlik worked at the Hazardous Materials Division of the Health Services Department. As an Integrated Pest Management Coordinator, she managed and coordinated the County's Integrated Pest Management (IPM) program and implemented the IPM Policy with all County departments that use pesticides APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes:effective May 8, 2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier , Deputy cc: D.16 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Temporary Hire of County Retiree Waiver of 180-day Sit-out Period in the Health Services Department BACKGROUND: (CONT'D) including the Agricultural Commissioner and Public Works. She worked collaboratively with departments; and interacted with other government agencies, citizen's groups and the general public to disseminate information on pesticide use and best pest management policies. Ms. Drlik was the first and only IPM Coordinator for Contra Costa County. She developed the program and has been successful in working with other County departments in implementing the IPM program. Because of her expertise, the Department is requesting to hire Ms. Drlik as a retiree to assist in continuing the implementation of IPM programs, and oversee a smooth transition while the department recruits and hires a permanent appointment for her position. CONSEQUENCE OF NEGATIVE ACTION: There will be a gap in overseeing and continuing the implementation of the IPM programs, and the transition to the new IPM Coordinator will be a great challenge to the Health Services Department. CLERK'S ADDENDUM Effective hire date, May 8, 2019. ATTACHMENTS cost analysis TD IPM Coord (retiree) Salary $49.68/hr *900 hrs 46,314.00$ Employer Paid Benefits* Health/Dental One Time Costs $0.00 Total Cost $46,314.00 Deferred comp Benefit ANNUAL TOTAL COST $46,314.00 RETIREE COSTS Position Adjustment Request Cost Breakdown RECOMMENDATION(S): 1. CONSIDER waiving the 180 day 'sit out period' for Karen Ramirez, Psychiatric Technician, in the Health Services Department; 2. FIND that the appointment of Ms. Ramirez is necessary to fill a critically needed position; and 3. APPROVE and AUTHORIZE the hiring of County retiree Ms. Ramirez as a temporary County employee effective May 8, 2019 and serving through May 7, 2020. FISCAL IMPACT: Upon approval, this action has an annual cost of approximately $27,729, which is fully funded by Mental Health Realignment funds. BACKGROUND: Karen Ramirez retired from County Service on April 4, 2019 after nearly 19 years of service as a Psychiatric Technician in the County's Mental Health Division. Beginning in February 2018, the California Department of Health Care Services required the County Mental Health Plan (MHP) to comply with Federal Network Adequacy Standards quarterly reporting, imposed by the Center for Medicare and Medicaid Services. The MHP Plan is mandated to complete quarterly GeoMapping of zip codes where mental health consumers live and the service location of providers for both county-operated programs and contracted community-based organizations. This regulation is required to ensure the County has adequate staffing capacity to meet the service needs of its mental health APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.17 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Temporary Hire of County Retiree - Waiver of 180-day Sit-out Period consumers. Recruitment of psychiatrists in the Bay Area is challenging, even more so in the eastern part of the County. In order improve access and meet the Federal Network Adequacy Standards, the MHP recently hired a psychiatrist to perform Telepsychiatry Services for East County mental health consumers. This service delivery model requires a medical staff to be physically present locally with the consumer, and perform a wide range of services before, during and after the Telepsychiatry visit. Ms. Ramirez is a licensed psychiatric technician (LPT) who has the required training and qualifications to perform all nursing-related duties of Telepsychiatry Services under the direction of the psychiatrist. Hiring Ms. Ramirez in a temporary capacity is necessary in order to support the Telepsychiatry Services for mental health consumers in East County and stay in compliance with the Federal Network Adequacy Standards. BACKGROUND: (CONT'D) The recruitment for this classification is open continuous but applications are few and far in between. During the last hiring interview, there were only two (2) names on the eligible list and both candidates declined the interview. The Department is impacted by psychiatric technician staffing shortages across the region and will focus on additional outreach to increase the candidate pool. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Health Services Department will not have adequate staff which negatively impacts the patient services for mental health consumers in East Contra Costa County. CHILDREN'S IMPACT STATEMENT: ATTACHMENTS Cost Sheet Psych Tech (retiree) Salary $30.81/hr *900 hrs 27,729.00$ Employer Paid Benefits* Health/Dental One Time Costs $0.00 Total Cost $27,729.00 Deferred comp Benefit ANNUAL TOTAL COST $27,729.00 RETIREE COSTS Position Adjustment Request Cost Breakdown RECOMMENDATION(S): CONSIDER waiving the 180-day sit-out period for Brian Douglas Hast, Deputy District Attorney, and Julie Ann Hast, Deputy District Attorney, in the District Attorney's Office; 1. FIND that the appointment of Brian Douglas Hast and Julie Ann Hast are necessary to fill critically needed positions; and 2. APPROVE and AUTHORIZE the hiring of County retirees Brian Douglas Hast and Julie Ann Hast as temporary County employees effective May 13, 2019 and serving through June 30, 2020. 3. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes:effective May 15, 2019 to May 14, 2020 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: (925) 957-2234 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D.18 To:Board of Supervisors From:Diana Becton, District Attorney Date:May 7, 2019 Contra Costa County Subject:Waiver of 180-day Separation Period and Temporary Hire of Two (2) CCCERA Retirees in the District Attorney's Office FISCAL IMPACT: Each temporary employee will be limited to 960 hours per fiscal year. The total estimated cost for both temporary employees is $200,000. Sufficient funds will be appropriated and available in the District Attorney's budget through vacancy savings. BACKGROUND: Brian Douglas Hast and Julie Ann Hast retired from County service on March 30, 2019 as Deputy District Attorneys (Advanced). With a combined 70 years of experience in the Contra Costa District Attorney's Office, they are qualified and will be assigned as needed to fulfill the operations of the District Attorney's Office. Their experience includes Homicide, Sexual Assault, Juvenile, Felony Preliminary Hearings, Felony Trial Team, Special Operations, Fraud, Felony Filing, and Expediting. There are currently 11 vacant attorney positions inclusive of one (1) Chief Assistant District Attorney and three (3) Senior Deputy District Attorney positions. The immediate appointments of Brian Douglas Hast and Julie Ann Hast are necessary to fill critically needed positions in the District Attorney's Office. CONSEQUENCE OF NEGATIVE ACTION: With over 10% of the attorney positions vacant in the District Attorney’s Office, the temporary hire of experienced attorneys familiar with all facets of the Office is critically needed. Negative action will be prohibitive to the ongoing operations of the District Attorney’s Office until vacant positions can be filled. New employees will require time acclimate and be trained with respect to their assigned function. CLERK'S ADDENDUM Effective May 15, 2019 serving thru May 14, 2020. RECOMMENDATION(S): ADOPT Resolution No. 2019/154 approving the Memorandum of Understanding between Contra Costa County and District Attorney Investigators' Association, implementing negotiated wage agreements and other terms and conditions of employment beginning July 1, 2019 through June 30, 2023. FISCAL IMPACT: The terms and conditions set forth in this action have an estimated FY 2019/20 cost of $240,000; FY 2020/21 cost of $441,000; FY 2021/22 cost of $598,848 and FY 2022/23 cost of $814,802. BACKGROUND: The District Attorney Investigators' Association (DAIA) reached a Tentative Agreement with the County on April 9, 2019 and ratified the agreement on April 17, 2019. The resulting Memorandum of Understanding, which is attached, includes modifications to wages and benefits. In summary, those changes are: Duration of Agreement - Section 40.4 The term of the agreement is from July 1, 2019 through June 30, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Bob Campbell, Haj Nahal, Diane Dinsmore D.19 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:Memoranda of Understanding with District Attorney Investigators' Association BACKGROUND: (CONT'D) General Wages – Section 5.1 Effective July 1, 2019, the base rate of pay will be increased by five percent (5%). Effective July 1, 2020, the base rate of pay will be increased by four percent (4%). Effective July 1, 2021, the base rate of pay will be increased by three percent (3%). Effective July 1, 2022, the base rate of pay will be increased by four percent (4%). Longevity Differential – Section 5.1.F Effective July 1, 2019, permanent, full-time employees at ten (10) years of County service shall receive a two and one-half percent (2.5%) longevity pay differential. An additional two and one-half percent (2.5%) longevity pay differential shall be received at fifteen (15) years of County service. A total of seven percent (7%) longevity pay differential shall be received at twenty (20) years of service. Association Security – Section 2 Updates language to reflect the Janus decision and SB 866. Sick Leave – Section 13 Clarifies usage of accruals when used in conjunction with Pregnancy Disability Leave. Allows employees to utilize sick leave for child bonding under FLMLA and CFRA. Leave of Absence – Section 13 Updates reference to “Family and Medical Leave Act/California Family Rights Act” throughout entire section when applicable. Updates provisions to make consistent with state and federal law. Medical, Dental, and Life Insurance – Section 16 Incorporates terms of October 3, 2016 Side Letter Agreement between the County and the Association regarding access to the County’s voluntary vision plan. Professional Reimbursement- Section 35 Effective January 1, 2020, increases the maximum amount of professional development to six hundred dollars ($600) per calendar year. Allows up to eight hundred dollars ($800) in unused professional development accrual to be carried forward to the next calendar year. Attachment A – Class and Salary Listing Eliminates DA Senior Inspector-Welfare Fraud (6KVD) and DA Inspector-Welfare Fraud (6KWF) classifications from MOU. CONSEQUENCE OF NEGATIVE ACTION: The County and DAIA will not have an agreement on a successor MOU. AGENDA ATTACHMENTS Resolution 2019/154 DAIA MOU July 1, 2019 - June 30, 2023 MINUTES ATTACHMENTS Signed Resolution 2019/154 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/154 In The Matter Of: Memorandum of Understanding with District Attorney Investigators' Association, for the period of July 1, 2019 through June 30, 2023. The Contra Costa County Board of Supervisors acting in its capacity as the Governing Board of the County of Contra Costa, RESOLVES THAT: The Memorandum of Understanding (MOU) between Contra Costa County and District Attorney Investigators' Association, providing for wages, benefits and other terms and conditions of employment for the period beginning July 1, 2019 through June 30, 2023, for those classifications represented by the District Attorney Investigators' Association is ADOPTED. A copy of the MOU is attached. 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Bob Campbell, Haj Nahal, Diane Dinsmore MEMORANDUM OF UNDERSTANDING BETWEEN CONTRA COSTA COUNTY AND DISTRICT ATTORNEY INVESTIGATORS’ ASSOCIATION JULY 1, 2019 – JUNE 30, 2023 i DISTRICT ATTORNEY INVESTIGATORS’ ASSOCIATION TABLE OF CONTENTS SECTION 1 ASSOCIATION RECOGNITION ........................................................... 4 SECTION 2 ASSOCIATION SECURITY 2.1 Dues Deduction ..................................................................................... 4 2.2 Communicating With Employees ........................................................... 4 2.3 Use of County Buildings ........................................................................ 5 2.4 Advance Notice ..................................................................................... 5 2.5 Assignment of Classes to Bargaining Units ........................................... 5 SECTION 3 NO DISCRIMINATION .......................................................................... 6 SECTION 4 OFFICIAL REPRESENTATITVES 4.1 Attendance at Meetings ......................................................................... 6 4.2 Association Representatives ................................................................. 7 4.3 Release Time for Training ..................................................................... 7 SECTION 5 SALARIES 5.1 General Wages ..................................................................................... 7 5.2 Entrance Salary ..................................................................................... 8 5.3 Anniversary Dates ................................................................................. 8 5.4 Increments Within Range ...................................................................... 9 5.5 Part-Time Compensation....................................................................... 9 5.6 Compensation for Portion of Month ..................................................... 10 5.7 Position Reclassification ...................................................................... 10 5.8 Salary Reallocation & Salary on Reallocation ...................................... 10 5.9 Salary on Promotion ............................................................................ 11 5.10 Salary on Involuntary Demotion........................................................... 11 5.11 Salary on Voluntary Demotion ............................................................. 11 5.12 Transfer ............................................................................................... 12 5.13 Pay for Work in Higher Classification .................................................. 12 5.14 Payment .............................................................................................. 13 SECTION 6 DAYS AND HOURS OF WORK 6.1 Definitions ........................................................................................... 13 6.2 Time Reporting and Pay Practices Waiver .......................................... 13 6.3 Time Reporting/Time Stamping ........................................................... 14 SECTION 7 OVERTIME AND COMPENSATORY TIME 7.1 Overtime ............................................................................................. 14 7.2 Straight Time ....................................................................................... 14 7.3 Overtime and Straight Time Compensatory Time ................................ 14 7.4 Court Appearance Overtime ................................................................ 16 ii SECTION 8 CELL PHONES ................................................................................... 16 SECTION 9 ON-CALL/CALL BACK ...................................................................... 16 SECTION 10 SENIORITY, WORKFORCE REDUCTION, LAYOFF & REASSIGNMENT 10.1 Workforce Reduction ........................................................................... 17 10.2 Separation Through Layoff .................................................................. 18 10.3 Notice .................................................................................................. 20 10.4 Special Employment Lists ................................................................... 21 10.5 Reassignment of Laid Off Employees.................................................. 21 SECTION 11 HOLIDAYS 11.1 Holidays Observed .............................................................................. 21 11.2 Holidays Observed – Full-Time Employees ......................................... 22 11.3 Holidays Observed – Part-Time Employees ........................................ 22 11.4 Holiday is WORKED and Holiday Falls on Regularly Scheduled Work Day (for EE’s on A Regular Work Schedule, the holiday always falls on the EE’s regularly scheduled work day) ....................... 22 11.5 Automated Time Keeping .................................................................... 22 SECTION 12 VACATION LEAVE 12.1 Vacation Allowance ............................................................................. 22 12.2 Vacation Accrual Rates ....................................................................... 23 12.3 Accrual During Leave Without Pay ...................................................... 23 12.4 Vacation Allowance for Separated Employees .................................... 24 12.5 Accrual on Prorated Basis ................................................................... 24 12.6 Vacation Leave on Reemployment from a Layoff List .......................... 24 SECTION 13 SICK LEAVE 13.1 Purpose of Sick Leave ........................................................................ 24 13.2 Credits to and Charges Against Sick Leave ........................................ 24 13.3 Policies Governing the Use of Paid Sick Leave ................................... 24 13.4 Administration of Sick Leave ............................................................... 27 13.5 Disability .............................................................................................. 27 13.6 Workers’ Compensation ...................................................................... 30 13.7 Integration of SDI ................................................................................ 31 13.8 Accrual During Leave Without Pay ...................................................... 31 SECTION 14 LEAVE OF ABSENCE 14.1 Leave Without Pay .............................................................................. 31 14.2 General Administration – Leaves of Absence ...................................... 31 14.3 Family and Medical Leave Act (FMLA) and/or California Family Rights Act (CFRA) ................................................... 32 14.4 Pregnancy Disability Leave ................................................................. 34 14.5 Group Health Plan Coverage .............................................................. 34 14.6 Leave Without Pay – Use of Accruals.................................................. 34 14.7 Military Leave ...................................................................................... 35 14.8 Return from Leave of Absence ............................................................ 35 14.9 Appeal of Denial .................................................................................. 36 14.10 Salary Review While on Leave of Absence ......................................... 36 14.11 Unauthorized Absence ........................................................................ 36 14.12 Furlough Days Without Pay ................................................................. 36 iii SECTION 15 JURY DUTY AND WITNESS DUTY 15.1 Jury Duty ............................................................................................. 37 15.2 Witness Duty ....................................................................................... 37 SECTION 16 MEDICAL, DENTAL, AND LIFE INSURANCE 16.1 Health Plan ......................................................................................... 38 16.2 Contra Costa Health Plan (CCHP) ...................................................... 38 16.3 CalPERS Health Plan Monthly Premium Subsidy ................................ 38 16.4 Dental Plan ......................................................................................... 39 16.5 County Dental Plan Premium Subsidy On and After January 1, 2016 . 39 16.6 Orthodontia Coverage ......................................................................... 40 16.7 Rate Information .................................................................................. 40 16.8 Life Insurance Benefit Under Health and Dental Plans ........................ 41 16.9 Life Insurance Contributions ................................................................ 41 16.10 Premium Payments ............................................................................. 41 16.11 Extended Coverage ............................................................................. 41 16.12 Retirement Coverage .......................................................................... 41 16.13 Dual Coverage .................................................................................... 42 16.14 Health Care Spending Account ........................................................... 42 16.15 PERS Long Term Care ....................................................................... 42 16.16 Dependent Care Assistance Program ................................................. 43 16.17 Premium Conversion Plan ................................................................... 43 16.18 Health Benefit Coverage for Employees Not Otherwise Covered ........ 43 16.19 Prevailing Section ............................................................................... 43 16.20 Voluntary Vision Plan .......................................................................... 43 SECTION 17 PROBATIONARY PERIOD 17.1 Duration .............................................................................................. 43 17.2 Probation Periods Over Six Months ..................................................... 43 17.3 Revised Probationary Period ............................................................... 44 17.4 Length of Probationary Period ............................................................. 44 17.5 Rejection During Probation .................................................................. 44 17.6 Regular Appointment ........................................................................... 45 17.7 Layoff During Probation ....................................................................... 45 17.8 Rejection During Probation of Laid off Employee ................................ 46 SECTION 18 PROMOTION 18.1 Competitive Exam ............................................................................... 46 18.2 Promotion Policy ................................................................................. 46 18.3 Open Exam ......................................................................................... 46 18.4 Promotion Via Reclassification Without Examination ........................... 46 18.5 Requirements for Promotional Standing .............................................. 46 18.6 Seniority Credits .................................................................................. 47 18.7 Physical Examination .......................................................................... 47 SECTION 19 TRANSFER 19.1 Conditions ........................................................................................... 47 19.2 Procedure ........................................................................................... 47 SECTION 20 RESIGNATIONS 20.1 Resignation in Good Standing ............................................................. 48 20.2 Constructive Resignation..................................................................... 48 20.3 Effective Resignation ........................................................................... 48 iv 20.4 Revocation .......................................................................................... 48 20.5 Coerced Resignations ......................................................................... 48 SECTION 21 DISMISSAL, SUSPENSION, DEMOTION, TEMPORARY REDUCTION IN PAY & REDUCTION WITHIN CLASS 21.1 Cause for Action .................................................................................. 49 21.2 Skelly Requirements – Notice of Proposed Action (Skelly Notice) ....... 50 21.3 Employee Response ........................................................................... 50 21.4 Leave Pending Employee Response ................................................... 51 21.5 Suspensions Without Pay.................................................................... 51 21.6 Procedure on Dismissal, Suspension, Reduction Within Class, Temporary Reduction In Pay, or Disciplinary Demotion ....................... 51 SECTION 22 GRIEVANCE PROCEDURE 22.1 Definition ............................................................................................. 51 22.2 Time Limits .......................................................................................... 52 22.3 Notice .................................................................................................. 53 22.4 Compensation Complaints .................................................................. 53 22.5 Strike/Work Stoppage ......................................................................... 53 22.6 Merit Board ......................................................................................... 53 22.7 Filing by Association ............................................................................ 53 SECTION 23 RETIREMENT 23.1 Payment of Employee Contributions ................................................... 54 23.2 Safety Employees Retirement – Tier A – Employees Hired or Re-Hired Before January 1, 2013 .................................................... 54 23.3 Thirty (30) Year Employees ................................................................. 54 23.4 Safety Retirement Benefit – Sworn Employees who become New Members of CCCERA on or after January 1, 2013 ...................... 54 23.5 Re-opener – Election of Safety PEPRA Tier by Employees Hired On or Before December 31, 2012 .............................................. 55 SECTION 24 SAFETY .............................................................................................. 55 SECTION 25 MILEAGE ............................................................................................ 55 SECTION 26 PAY WARRANT ERRORS ................................................................. 55 SECTION 27 PERSONNEL FILES ........................................................................... 56 SECTION 28 SERVICE AWARDS ........................................................................... 56 SECTION 29 REIMBURSEMENT FOR MEAL EXPENSES ..................................... 56 SECTION 30 COMPENSATION FOR LOSS OR DAMAGE TO PERSONAL PROPERTY .............................................................. 57 SECTION 31 UNFAIR LABOR PRACTICE .............................................................. 58 SECTION 32 LENGTH OF SERVICE DEFINITION (for service Awards and vacation accruals) .................................... 58 v SECTION 33 PERMANENT PART-TIME EMPLOYEE BENEFITS .......................... 58 SECTION 34 PERMANENT-INTERMITTENT EMPLOYEE BENEFITS ................... 58 SECTION 35 PROFESSIONAL REIMBURSEMENT ................................................ 59 SECTION 36 SAFETY EQUIPMENT ........................................................................ 59 SECTION 37 DEPENDENT CARE ........................................................................... 60 SECTION 38 BILINGUAL PAY ................................................................................ 60 SECTION 39 ADOPTION ......................................................................................... 60 SECTION 40 SCOPE OF AGREEMENT & SEPARABILITY OF PROVISION 40.1 Scope of Agreement ............................................................................ 61 40.2 Separability of Provisions .................................................................... 61 40.3 Personnel Management Regulations ................................................... 61 40.4 Duration of Agreement ........................................................................ 61 MEMORANDUM OF UNDERSTANDING BETWEEN CONTRA COSTA COUNTY AND DISTRICT ATTORNEY INVESTIGATORS’ ASSOCIATION This Memorandum of Understanding (MOU) is entered into pursuant to the authority contained in Board of Supervisors Resolution 81/1165 and has been jointly prepared by the parties. The Employee Relations Officer (County Administrator) is the representative of Contra Costa County in employer-employee relations matters as provided in Board of Supervisors Resolution 81/1165, Section 34-8.012. The parties have met and conferred in good faith regarding wages, hours and other terms and conditions of employment for the employees in units in which the Association is the recognized representative, have freely exchanged information, opinions and proposals and have endeavored to reach agreement on all matters relating to the employment conditions and employer-employee relations covering such employees. This MOU shall be presented to the Contra Costa County Board of Supervisors, as the governing board of the County and appropriate fire districts, as the joint recommendations of the undersigned for salary and employee benefit adjustments for the period set forth herein. Special provisions and restrictions pertaining to Project employees covered by this MOU are contained in Attachment B which is attached hereto and made a part hereof. DEFINITIONS DAIA - 2 - 2019 – 2023 MOU DEFINITIONS Appointing Authority: Department Head unless otherwise provided by statute or ordinance. Association: District Attorney Investigators' Association. Class: A group of positions sufficiently similar with respect to the duties and responsibilities that similar selection procedures and qualifications may apply and that the same descriptive title may be used to designate each position allocated to the group. Class Title: The designation given to a class, to each position allocated to the class, and to the employees allocated to the class. County: Contra Costa County. Demotion: The change of a permanent employee to another position in a class allocated to a salary range for which the top step is lower than the top step of the class which the employee formerly occupied except as provided for under "Transfer" or as otherwise provided for in this MOU, in the Personnel Management Regulations, or in specific resolutions governing deep classifications. Director of Human Resources: The person designated by the County Administrator to serve as the Assistant County Administrator-Director of Human Resources. Eligible: Any person whose name is on an employment or reemployment or layoff list for a given classification. Employee: A person who is an incumbent of a position or who is on leave of absence in accordance with provisions of this MOU and whose position is held pending his/her return. Employment List: A list of persons who have been found qualified for employment in a specific class. Layoff List: A list of persons who have occupied positions allocated to a class in the Merit System and who have been involuntarily separated by layoff, displacement, or demoted by displacement, or have voluntarily demoted in lieu of layoff or displacement, or have transferred in lieu of layoff or displacement. Permanent-Intermittent Position: Any position which requires the services of an incumbent for an indefinite period but on an in termittent basis, as needed, paid on an hourly basis. Permanent Part-Time Position: Any position which will require the services of an incumbent for an indefinite period but on a regularly scheduled less than full time basis. DEFINITIONS DAIA - 3 - 2019 – 2023 MOU Permanent Position: Any position which has required, or which will require the services of an incumbent without interruption, for an indefinite period. Project Employee: An employee who is engaged in a time limited program or service by reason of limited or restricted funding. Such positions are typically funded from outside sources but may be funded from County revenues. Promotion: The change of a permanent employee to another position in a class allocated to a salary range for which the top step is higher than the top step of the class which the employee formerly occupied, except as provided for under "Transfer" or as otherwise provided for in this MOU, in the Personnel Management Regulations, or in specific resolutions governing deep classes. Position: The assigned duties and responsibilities calling for the regular full time, part- time or intermittent employment of a person. Reallocation: The act of reassigning an individual position from one class to another class at the same range of the salary schedule or to a class whi ch is allocated to another range that is within five (5%) percent of the top step, except as otherwise provided for in the Personnel Management Regulations, deep class resolutions or other ordinances. Reclassification: The act of changing the allocation of a position by raising it to a higher class or reducing it to a lower class on the basis of significant changes in the kind, difficulty or responsibility of duties performed in such position. Reemployment List: A list of persons, who have occupied positions allocated to any class in the merit system and, who have voluntarily separated and are qualified for consideration for reappointment under the Personnel Management Regulations governing reemployment. Resignation: The voluntary termination of permanent service with the County from a position in the merit system. Transfer: The change of an employee who has permanent status in a position to another position in the same class in a different department, or to another position in a class which is allocated to a range on the salary plan that is within five percent (5%) at top step as the class previously occupied by the employee. SECTION 1 - ASSOCIATION RECOGNITION DAIA - 4 - 2019 – 2023 MOU SECTION 1 - ASSOCIATION RECOGNITION The Association is the formally recognized employee organization for the District Attorney Investigators' Unit, and such organization has been certified as such pursuant to Chapter 34-12 of Board Resolution 81/1165. SECTION 2 - ASSOCIATION SECURITY 2.1 Dues Deduction. Pursuant to Chapter 34-26 of Resolution 81/1165 only a majority representative may have dues deduction and as such the Association has the exclusive privilege of dues deduction for all members in its unit. 2.2 Communicating With Employees. The Association shall be allowed to use designated portions of bulletin boards or display areas in public portions of County buildings or in public portions of offices in which there are employees represented by the Association, provided the communications displayed have to do with official organization business such as times and places of meetings and further provided that the Association appropriately posts and removes the information. The Department Head reserves the right to remove objectionable materials after notification to and discussion with the Association. Representatives of the Association, not on County time, shall be permitted to place a supply of employee literature at specific locations in County buildings if arranged through the Employee Relations Officer; said representatives may distribute employee organization literature in work areas (except work areas not open to the public) if the nature of the literature and the proposed method of distribution are compatible with the work environment and work in progress. Such placement and/or distribution shall not be performed by on duty employees. The Association shall be allowed access to work locations in which it represents employees for the following purposes: a. to post literature on bulletin boards; b. to arrange for use of a meeting room; c. to leave and/or distribute a supply of literature as indicated above; d. to represent an employee on a grievance, and/or to contact an Association officer on a matter within the scope of representation. In the application of this provision, it is agreed and understood that in each such instance advance arrangements including disclosure of which of the above purposes is the reason for the visit, will be made with the departmental representative in charge of the work area, and the visit will not interfere with County services. SECTION 2 - ASSOCIATION SECURITY DAIA - 5 - 2019 – 2023 MOU 2.3 Use of County Buildings. The Association shall be allowed the use of areas normally used for meeting purposes for meetings of County employees during non -work hours when: a. Such space is available and its use by the Association is scheduled twenty -four (24) hours in advance; b. There is no additional cost to the County; c. It does not interfere with normal County operations; d. Employees in attendance are not on duty and are not scheduled for duty; e. The meetings are on matters within the scope of representation. The administrative official responsible for the space shall establish and maintain scheduling of such uses. The Association shall maintain proper order at the meeting, and see that the space is left in a clean and orderly condition. The use of County equipment (other than items normally used in the conduct of business meetings, such as desks, chairs, ashtrays, and blackboards) is prohibited, even though it may be present in the meeting area. 2.4 Advance Notice. The Association shall, except in cases of emergency, have the right to reasonable notice of any ordinance, rule, resolution or regulation directly relating to matters within the scope of representation proposed to be adopted by the Board, or boards and commissions designated by the Board, an d to meet with the body considering the matter. The listing of an item on a public agenda, or the mailing of a copy of a proposal at least seventy-two (72) hours before the item will be heard, or the delivery of a copy of the proposal at least twenty-four (24) hours before the item will be heard, shall constitute notice. In cases of emergency when the Board, or boards and commissions designated by the Board, determines it must act immediately without such notice or meeting, it shall give notice and opportunity to meet as soon as practical after its action. 2.5 Assignment of Classes to Bargaining Units. The Employee Relations Officer or the Employee Relations Officer’s designee shall assign new classes in accordance with the following procedure: a. Initial Determination. When a new class title is established, the Employee Relations Officer or his/her designee shall review the composition of existing representation units to determine the appropriateness of including some or all of the employees in the new class in one or more existing representation units, and within a reasonable period of time shall notify all recognized employee organizations of his/her determination. SECTION 3 - NO DISCRIMINATION DAIA - 6 - 2019 – 2023 MOU b. Final Determination. The Employee Relations Officer or his/her designee’s determination is final unless within ten (10) days after notification a recognized employee organization requests in writing to meet and confer thereon. c. Meet and Confer and Other Steps. The Employee Relations Officer or his/her designee shall meet and confer with such requesting organizations (and with other recognized employee organizations where appropriate) to seek agreement on this matter within sixty (60) days after the ten (10) day period in Subsection B, unless otherwise mutually agreed. Thereafter, the procedures in cases of agreement and disagreement, arbitration referral and expenses, and criteria for determination shall conform to those in Subsections (d) through (I) of Section 34 - 12.008 of Board of Supervisors' Resolution 81/1165. SECTION 3 - NO DISCRIMINATION There shall be no discrimination because of race, creed, color, national origin, sex, sexual orientation or Association activities against any employee or applicant for employment by the County or by anyone employed by the County; and to the extent prohibited by applicable State and Federal law there shall be no discrimination because of age. There shall be no discrimination against any disabled person solely because of such disability unless that disability prevents the person from meeting t he minimum standards established for a position or from carrying out the duties of the position safely. SECTION 4 – OFFICIAL REPRESENTATIVES 4.1 Attendance at Meetings. Employees designated as official representatives of the Association shall be allowed to attend meetings held by County agencies during regular working hours on County time as follows: a. If their attendance is required by the County at a specific meeting; b. if their attendance is sought by a hearing body or presentation of testimony o r other reasons; c. if their attendance is required for meeting(s) scheduled at reasonable times agreeable to all parties required for settlement of grievances filed pursuant to Section 22 - Grievance Procedure of this MOU; d. if they are designated as a grievance representative in which case they may utilize a reasonable time at each level of the proceedings to assist an employee to present a grievance, provided the meetings are scheduled at reasonable times agreeable to all parties; e. if they are designated as spokesperson or representative of the Association and as such make representations or presentations at meetings or hearings on wages, salaries and working conditions; SECTION 5 - SALARIES DAIA - 7 - 2019 – 2023 MOU f. in each case advance arrangements for time away from the employee's work station or assignment are made with the appropriate Department Head or his/her designee, and the County agency calling the meeting is responsible for determining that the attendance of the particular employee(s) is required. The number of such representatives shall not exceed two (2) without prior approval of the department and the Employee Relations Manager. 4.2 Association Representatives. Official representatives of the District Attorney Investigators' Association shall be allowed time off on County time f or meetings during regular working hours when formally meeting and conferring in good faith or consulting with the Employee Relations Officer or other management representatives on matters within the scope of representation, provided that the number of suc h representatives shall not exceed three (3) without prior approval of the department and the Employee Relations Manager, and that advance arrangements for the time away from the work station or assignment are made with the appropriate Department Head or his/her designee. 4.3 Release Time for Training. The County shall provide the Association a maximum of eight (8) total hours per year of release time for Association designated officers to attend Association sponsored training programs. Requests for release time shall be provided in writing to the Department and County Human Resources Department at least fifteen (15) days in advance of the time requested. The Department Head will reasonably consider each request and notify the affected employee whether such request is approved, within one (1) week of receipt. SECTION 5 - SALARIES 5.1 General Wages. The base rate of pay for all classifications represented by the District Attorney Investigators’ Association will be increased as follows: A. Effective July 1, 2019 or the first day of the month following adoption by the Board of Supervisors, whichever is later, the base rate of pay will be increased by five percent (5%). B. Effective July 1, 2020, the base rate of pay will be increased by four percent (4%). C. Effective July 1, 2021, the base rate of pay will be increased by three percent (3%). D. Effective July 1, 2022, the base rate of pay will be increased by four percent (4%). E. The time between steps in the salary range s will be as follows: 6 months between Step 1 and Step 2; 12 months between each of steps 2 through step 7 SECTION 5 - SALARIES DAIA - 8 - 2019 – 2023 MOU and 19 months between step 7 and step 8. F. Longevity Differential. Effective July 1, 2019, permanent, full-time employees who have completed ten (10) years of Contra Costa County service will receive a two and one-half percent (2.5%) longevity differential effective on the first day of the month following the month in which the employee qualifies for the ten (10) year service award. Effective July 1, 2019, permanent, full-time employees who have completed fifteen (15) years of Contra Costa County service will receive a two and one -half percent (2.5%) longevity differential effective on the first day of the month following the month in which the employee qualifies for the fifteen (15) year service award. Permanent, full-time employees who have completed twenty (20) years of Contra Costa County service are eligible to receive a two percent (2%) longevity differential effective on the first day of the month following the month in which the employee qualifies for the twenty (20) year service award. For those employees who completed twenty (20) years of service on or before April 1, 2012, this longevity differential will be paid prospectively only from April 1, 2012. 5.2 Entrance Salary. New employees shall generally be appointed at the minimum step of the salary range established for the particular class of position to which the appointment is made. However, the appointing authority may fill a particular position at a step above the minimum of the range. 5.3 Anniversary Dates. Except as may otherwise be provided for in deep class resolutions, anniversary dates will be set as follows: a. New Employees. The anniversary date of a new employee is the first day of the calendar month after the calendar month when the employee successfully completes six (6) months service provided however, if an employee began work on the first regularly scheduled workday of the month the anniversary date is the first day of the calendar month when the employee successfully completes six (6) months service. b. Promotions. The anniversary date of a promoted employee is determined as for a new employee in subsection 5.3.a above. c. Demotions. The anniversary date of a demoted employee is the first day of the calendar month after the calendar month when the demotion was effective. d. Transfers, Reallocations and Reclassifications. The anniversary date of an employee who is transferred to another position or one whose position has been reallocated or reclassified to a class allocated to the same salary range or to a salary range which is within five percent (5%) of the top step of the previous classification, remains unchanged. SECTION 5 - SALARIES DAIA - 9 - 2019 – 2023 MOU e. Reemployments. The anniversary of an employee appointed from a reemployment list to the first step of the applicable salary range and not required to serve a probation period is determined in the same way as the anniversary date is determined for a new employee who is appointed the same date, classification and step and who then successfully completes the required probationary period. f. Notwithstanding other provisions of this Section 5, the anniversary of an employee who is appointed to a classified position from outside the County's merit system at a rate above the minimum salary for the employee's new class, or who is transferred from another governmental entity to this County's merit system, is one (1) year from the first day of the calendar month after the calendar month when the employee was appointed or transferred; provided however, when the appointment or transfer is effective on the employee's first regularly scheduled work day of that month, his/her anniversary is one (1) year after the first calendar day of that month. g. The anniversary date of employees on leave from their County position with or without pay, for more than three (3) months shall be extended by the appointing authority for a period of time equal to the length of time on leave. This new date shall become the employee's new anniversary dat e for purposes of future salary reviews. 5.4 Increments Within Range. The performance of each employee, except those of employees already at the maximum salary step of the appropriate salary range, shall be reviewed on the anniversary date as set forth in Section 5.3 – Anniversary Dates to determine whether the salary of the employee shall be advanced to the next higher step in the salary range. Advancement shall be granted on the affirmative recommendation of the appointing authority, based on satisfactory performance by the employee. The appointing authority may recommend unconditional denial of the increment or denial subject to one additional review at some specified date before the next anniversary which must be set at the time the original report is returned. Except as herein provided, increments within range shall not be granted more frequently than once a year, nor shall more than one (1) step within -range increment be granted at one time, except as otherwise provided in deep-class resolutions. In case an appointing authority recommends denial of the within range increment on some particular anniversary date, but recommends a special salary review at some date before the next anniversary the special salary review shall not affect the regular salary review on the next anniversary date. Nothing herein shall be construed to make the granting of increments mandatory on the County. If the department verifies in writing that an administrative or clerical error was made in failing to submit the documents ne eded to advance an employee to the next salary step on the first of the month when eligible, said advancement shall be made retroactive to the first of the month when eligible. 5.5 Part-Time Compensation. A part-time employee shall be paid a monthly sala ry in the same ratio to the full time monthly rate to which the employee would be entitled as a full time employee under the provisions of this Section 5 as the number of hours SECTION 5 - SALARIES DAIA - 10 - 2019 – 2023 MOU per week in the employee's part-time work schedule bears to the number of hours in the full time work schedule of the department. 5.6 Compensation for Portion of Month. Any employee who works less than any full calendar month, except when on earned vacation or authorized sick leave, shall receive as compensation for services an amount which is in the same ratio to the established monthly rate as the number of days worked is to the actual working days in such employee's normal work schedule for the particular month; but if the employment is intermittent, compensation shall be on an hourly basis. 5.7 Position Reclassification. An employee who is an incumbent of a position which is reclassified to a class which is allocated to the same range of the basic salary schedule as is the class of the position before it was reclassified, shall be paid at the same step of the range as the employee received under the previous classification. An incumbent of a position which is reclassified to a class which is allocated to a lower range of the basic salary schedule shall continue to receive the sa me salary as before the reclassification, but if such salary is greater than the maximum of the range of the class to which the position has been reclassified, the salary of the incumbent shall be reduced to the maximum salary for the new classification. T he salary of an incumbent of a position which is reclassified to a class which is allocated to a range of the basic salary schedule greater than the range of the class of the position before it was reclassified shall be governed by the provisions of Section 5.9 - Salary on Promotion. 5.8 Salary Reallocation & Salary on Reallocation. a. In a general salary increase or decrease, an employee in a class which is allocated to a salary range above or below that to which it was pre viously allocated, when the number of steps remain the same, shall be compensated at the same step in the new salary range the employee was receiving in the range to which the class was previously allocated. If the reallocation is from one salary range with more steps to a range with fewer steps or vice versa, the employee shall be compensated at the step on the new range which is in the same percentage ratio to the top step of the new range as was the salary received before reallocation to the top step of the old range, but in no case shall any employee be compensated at less than the first step of the range to which the class is allocated. b. In the event that a classification is reallocated from a salary range with more steps to a salary range with fewer steps on the salary schedule, apart from the general salary increase or decrease described in 5.8.A above, each incumbent of a position in the reallocated class shall be placed upon the step of the new range which equals the rate of pay received before the reallocation. In the event t hat the steps in the new range do not contain the same rates as the old range, each incumbent shall be placed at the step of the new range which is next above the salary rate received in the old range, or if the new range does not contain a higher step, at the step which is next lower than the salary received in the old range. SECTION 5 - SALARIES DAIA - 11 - 2019 – 2023 MOU c. In the event an employee is in a position which is reallocated to a different class which is allocated to a salary range the same as above or below the salary range of the employee's previous class, the incumbent shall be placed at the step in the new class which equals the rate of pay received before reallocation. In the event that the steps in the range for the new class do not contain the same rates as the range for the old class, the incumbent shall be placed at the step of the new range which is next above the salary rate received in the old range; or if the new range does not contain a higher step, the incumbent shall be placed at the step which is next lower than the salary received in the old range. d. In the event of reallocation to a deep class, the provisions of the deep class resolution and incumbent salary allocations, if any, shall supersede this Section 5.8. 5.9 Salary on Promotion. Any employee who is appointed to a position of a class allocated to a higher salary range than the class previously occupied, except as provided under Section 5.12 – Transfer shall receive the salary in the new salary range which is next higher than the rate received before promotion. In the event this increase is less than five percent (5%), the employee's salary shall be adjusted to the step in the new range which is at least five percent (5%) greater than the next higher step; provided however that the next step shall not exceed the ma ximum salary for the higher class. In the event of the appointment of a laid off employee from the layoff list to the class from which the employee was laid off, the employee shall be appointed at the step which the employee had formerly attained in the higher class unless such step results in a decrease, in which case the employee is appointed to the next higher step. If however, the employee is being promoted into a class allocated to a higher salary range than the class from which the employee was laid off, the salary on promotion will be calculated from the highest step the employee achieved prior to layoff. 5.10 Salary on Involuntary Demotion. Any employee who is demoted, except as provided under Section 5.12 - Transfer, shall have his/her salary reduced to the monthly salary step in the range for the class of position to which he has been demoted next lower than the salary received before demotion. In the event this decrease is less than five percent (5%), the employee's salary shall be adjusted to t he step in the new range which is five percent (5%) less than the next lower step; provided, however, that the next step shall not be less than the minimum salary for the lower class. Whenever the demotion is the result of layoff, cancellation of position s or displacement by another employee with greater seniority rights, the salary of the demoted employee shall be that step on the salary range which he/she would have achieved had he/she been continuously in the position to which he/she has been demoted, a ll within-range increments having been granted. 5.11 Salary on Voluntary Demotion. Whenever any employee voluntarily demotes to a position in a class having a salary schedule lower than that of the class from which he/she demotes, his/her salary shall remain the same if the steps in his/her new (demoted) salary range permit, and if not, the new salary shall be set at the step next below former salary. SECTION 5 - SALARIES DAIA - 12 - 2019 – 2023 MOU 5.12 Transfer. An employee who is transferred from one position to another as described under "Transfer" shall be placed at the step in the salary range of the new class which equals the rate of pay received before the transfer. In the event that the steps in the range for the new class do not contain the same rates as the range for the old class, the employee shall be placed at the step of the new range which is next above the salary rate received in the old range; or if the new range does not contain a higher step, the employee shall be placed at the step which is next lower than the salary received in the old range. If the transfer is to a deep class, the provisions of the deep class resolution on salary of transfers, if any, shall apply in lieu of the above provisions. 5.13 Pay for Work in Higher Classification. When an employee in a permanent position in the merit system is required to work in a classification for which the compensation is greater than that to which the employee is regularly assigned, the employee shall receive compensation for such work at the rate of pay established for the higher classification pursuant to Section 5.9 - Salary on Promotion of this MOU, commencing on the thirty-first (31st) work day of the assignment, under the following conditions: 1. The employee is assigned to a program, service, or activity established by the Board of Supervisors which is reflected in an authorized position which has been classified and assigned to the Salary Schedule. 2. The nature of the departmental assignment is such that the employee in the lower classification becomes fully responsible for the duties of the position of the higher classification. 3. Employee selected for the assignment will normally be expected to meet the minimum qualifications for the higher classification. 4. Pay for work in a higher classification shall not be utilized as a substitute for regular promotional procedures provided in this Memorandum. 5. The appropriate authorization form has been submitted by the Department Head and approved by the County Administrator. 6. Higher pay assignments shall not exceed six (6) months except through reauthorization. 7. If approval is granted for pay for work in a higher classification and the assignment is terminated and later reapproved for the same employee within thirty (30) days no additional waiting period will be required. 8. Any incentives (e.g., the education incentive) and special differentials (e.g., bilingual differential) accruing to the employee in his/her permanent position shall continue, unless the employee is no longer performing the duties which warrant the differentials. SECTION 6 - DAYS AND HOURS OF WORK DAIA - 13 - 2019 – 2023 MOU 9. During the period of work for higher pay in a higher classification, an employee will retain his/her permanent classification, and anniversary and salary review dates will be determined by time in that classification. 10. Allowable overtime pay, shift differentials and/or work location differentials will be paid on the basis of the rate of pay for the higher class. 5.14 Payment. On the tenth (10th) day of each month, the Auditor will draw a warrant upon the Treasurer in favor of each employee for the amount of salary due the employee for the preceding month; provided, however, that each employee (except those paid on an hourly rate) may choose to receive an advance on the employee's monthly salary, in which case the Auditor shall, on the twenty-fifth (25th) day of each month, draw his/her warrant upon the Treasurer in favor of such employee. The advance shall be in an amount equal to one -third (1/3) or less (at the option of the employee) of the employee's basic salary of the previous month except that it shall not exceed the amount of the previous month's basic salary less all requested or required deductions. The election to receive an advance shall be made on the prescribed form (form M -208, revised 5/81) and submitted by the fifteenth (15th) of the month to the department payroll clerk who will forward the card with the "Salary Advance Transmittal/Deviation Report" to the Auditor-Controller payroll section. Each election shall become effective on the first day of the month following the deadline for filing the notice and shall remain effective until revoked. In the case of an election made pursuant to this Section 5.14 all required or requested deductions from salary shall be taken from the second installment, which is payable on the tenth (10th) day of the following month. SECTION 6 - DAYS AND HOURS OF WORK 6.1 Definitions. A. Regular Work Schedule: A regular work schedule is eight (8) hours per day, Monday through Friday, inclusive, for a total of forty (40) hours per week. B. Workweek for Employees on Regular Work Schedule: For employees on a regular work schedule, the workweek begins at 12:01 a.m. on Monday and ends at 12 midnight on Sunday. 6.2 Time Reporting and Pay Practices Waiver. The Association agrees to the implementation of an Automated Timekeeping System. The Association waives its right to meet and confer regarding any impacts that may result from the County’s implementation of the automated timekeeping system, including but not limited to, changes to current departmental time reporting and pay practices. The Association agrees to convert from the current payroll cycle when the County is able to upgrade the SECTION 7 - OVERTIME AND COMPENSATORY TIME DAIA - 14 - 2019 – 2023 MOU current Payroll system or implement a new County Payroll System. 6.3 Time Reporting/Time Stamping. Hourly employees must timestamp in and out as they begin their work shifts, finish their work shifts, and take meal periods. In circumstances where time stamping in and out is not feasible, hourly employees must record their time in the electronic timecard. Salaried e mployees will report time off and time worked for special pays on the electronic timecard. SECTION 7 - OVERTIME AND COMPENSATORY TIME 7.1 Overtime. Permanent full-time and part-time employees are eligible to receive overtime pay or overtime compensatory time off for any authorized work performed: 1) in excess of forty (40) hours per week; or 2) in excess of eight (8) hours per day and that exceed the employee’s daily number of scheduled hours. For example, an employee who is scheduled to work ten (10) hours per day and who works eleven (11) hours on a particular day would be entitled to one (1) hour of overtime. Work performed does not include non-worked hours. Overtime pay is compensated at the rate of one and one-half (1-1/2) times the employee's base rate of pay (not including shift and any other special differentials). Any special differentials that are applicable during overtime hours worked will be computed on the employee’s base rate of pay, not on the overtime rate of pay. Overtime for employees is earned and credited in a minimum of one -half hour increments and is compensated by either pay or compensatory time off. 7.2 Straight Time Pay. Permanent full-time and part-time employees are eligible to receive straight time pay or straight time compensatory time off for hours worked in excess of the employee’s daily number of scheduled hours that do not qualify for overtime pay as described in section 7.1, above. For example, if an employee is scheduled to work from 8 .am. to 5 p.m., but uses accruals for 8 a.m. to 10 a.m. and works from 10 a.m. to 7 p.m., he/she would be entitled to two hours of straight time pay for the 5 p.m. to 7 p.m. hours worked. Straight time pay is calculated at the rate of one (1.0) times the employee’s base rate of pay (not including differentials or shift pays). 7.3 Overtime And Straight Time Compensatory Time. The following provisions shall apply: a. Employees may annually elect to accrue overtime compensatory time off and straight time compensatory time off (hereinafter collectively referred to as “compensatory time off”) in lieu of overtime pay and straight time pay. Eligible employees who elect to receive compensatory time off must agree to do so for a full fiscal year (July 1 through June 30). The employee mu st notify their department payroll staff of any change in the election by May 31 of each year. SECTION 7 - OVERTIME AND COMPENSATORY TIME DAIA - 15 - 2019 – 2023 MOU b. The names of those employees electing to accrue compensatory time off shall be placed on a list maintained by the Department. Employees who become eligible (i.e., newly hired employees, employees promoting, demoting, etc.) for compensatory time off in accordance with these guidelines must elect to accrue compensatory time or they will be paid for authorized overtime and straight time hours worked. c. Overtime compensatory time off shall be accrued at the rate of one and one -half (1-1/2) times the actual authorized overtime hours worked by the employee. Straight time compensatory time off will be accrued at the rate of one (1.0) times the actual authorized straight time hours worked by the employee. Compensatory time off will be taken in increments of one (1) minute. d. Employees may not accrue a compensatory time off balance that exceeds one hundred twenty (120) hours (i.e., eighty (80) hours at time and one -half). Once the maximum balance has been attained, authorized straight time and overtime hours will be paid at the applicable straight time or overtime rate. If the employee's balance falls below one hundred twenty (120) hours, the employee shall again accrue compensatory time off for authorized straight time and overtime hours worked until the employee's balance again reaches one hundred twenty (120) hours. e. Accrued compensatory time off shall be carried over for use in the next fiscal year; however, as provided in 7.2.d above, accrued compensatory time off balances may not exceed one hundred twenty (120) hours. f. Employees may not use more than one hundred twenty (120) hours of compensatory time off in any fiscal year period (July 1 - June 30). g. The use of accrued compensatory time off shall be by mutual agreement between the Department Head or his/her designee and the employee. Compensatory time off shall not be taken when the employee would be replaced by another employee who would be eligible to receive, for time worked, either overtime payment or compensatory time accruals as provided for in this Section. This provision may be waived at the discretion of the Department Head or his/her designee. h. When an employee promotes, demotes or transfers from one classification eligible for compensatory time off to another classification eligible for compensatory time off within the same department, the employee's accrued compensatory time off balance will be carried forward with the employee. i. Compensatory time accrual balances will be paid off when an employee moves from one department to another through promotion, demotion or transfer. Said payoff will be made in accordance with the provisions and salary of the class from which the employee is promoting, demoting or transferring as set forth in 7.2.j. below. SECTION 8 – CELL PHONES DAIA - 16 - 2019 – 2023 MOU j. Since employees accrue overtime compensatory time off at the rate of one and one-half (1-1/2) hours for each hour of authorized overtime worked, accrued overtime compensatory time balances will be paid off at the straight time rate for the employee's current salary whenever: 1. the employee separates from County service; 2. the employee retires. k. The Office of the County Auditor-Controller will establish timekeeping procedures to administer this Section. 7.4 Court Appearance Overtime. The County agrees to provide a minimum of four (4) hours overtime credit when in the line of duty employees in the classes of District Attorney Inspector and District Attorney Senior Inspector are required to at tend a duly constituted judicial proceeding on his/her regularly scheduled day off. SECTION 8 – CELL PHONES Inspectors and Senior Inspectors are required to retain a County-issued cell phone in his/her immediate possession at all times, and keep it acti vated while on duty or when not available at the phone number provided to the Department for after hours contact. Inspectors and Senior Inspectors shall respond by telephone as soon as possible after receiving a message. SECTION 9 - ON-CALL/CALL BACK The Senior Inspector will be on-call for one (1) week intervals beginning at 0800 hours on a Wednesday and continuing until 0800 hours the following Wednesday. During the on-call interval, the employee must be ready to immediately report for duty and must arrange so that a supervisor can reach the employee within ten (10) minutes or less. A County vehicle may be used and driven home during the on -call interval, and must be used in compliance with the County Vehicle Use Policy. Inspectors of all classes, whether or not on-call, may be called out to an incident after normal working hours, and may be required to respond in their personal vehicle. If an employee uses their personal vehicle they shall be reimbursed per Section 25 – Mileage, of this MOU. Any employee called out to an incident after normal work hours shall receive overtime or compensatory time at the appropriate rate for actual hours worked plus one (1) hour. An employee who is called back after normal working hours shall be paid a minimum of two (2) hours at the appropriate rate for each call back. Employees who are assigned in writing to on-call status will be compensated at the rate of two hundred seventy-two dollars and fifty cents ($272.50) per week. SECTION 10 - SENIORITY, WORKFORCE REDUCTION, LAYOFF & REASSIGNMENT DAIA - 17 - 2019 – 2023 MOU SECTION 10 - SENIORITY, WORKFORCE REDUCTION, LAYOFF & REASSIGNMENT 10.1 Workforce Reduction. In the event that funding reductions or shortfalls in funding occur in a department or are expected, which may result in layoffs, the department will notify the Association and take the following action s: a. Identify the classification(s) in which position reductions may be required due to funding reductions or shortfalls. b. Advise employees in those classifications that position reductions may occur in their classifications. c. Accept voluntary leaves of absence from employees in those classifications which do not appear to be potentially impacted by possible position reductions when such leaves can be accommodated by the department. d. Approve requests for reduction in hours, lateral transfers, and voluntary demotions to vacant, funded positions in classes not scheduled for layoffs within the department, as well as to other departments not experiencing funding reductions or shortfalls when it is a viable operational alternative for the department(s). e. Review various alternatives which will help mitigate the impact of the layoff by working through the Tactical Employment Team program (TET) to: 1. Maintain an employee skills inventory bank to be used as a basis for referrals to other employment opportunities. 2. Determine if there are other positions to which employees may be transferred. 3. Refer interested persons to vacancies which occur in other job classes for which they qualify and can use their layoff eligibility. 4. Establish workshops to aid laid off employees in areas such as resume preparation, alternate career counseling, job search strategy, and interviewing skills. g. When it appears to the Department Head and/or Labor Relations Manager that the Board of Supervisors may take action which will result in the layoff of employees in a representation unit, the Labor Relations Manager shall notify the Association of the possibility of such layoffs and shall meet and confer with the Association regarding the implementation of the action. SECTION 10 - SENIORITY, WORKFORCE REDUCTION, LAYOFF & REASSIGNMENT DAIA - 18 - 2019 – 2023 MOU 10.2 Separation Through Layoff. a. Grounds for Layoff. Any employee(s) having permanent status in position(s) in the merit service may be laid off when the position is no longer necessary, or for reasons of economy, lack of work, lack of funds or for such other reason(s) as the Board of Supervisors deems sufficient for abolishing the position(s). b. Order of Layoff. The order of layoff in a department shall be based on inverse seniority in the class of positions, the employee in that department with lea st seniority being laid off first and so on. c. Layoff By Displacement. 1. In the Same Class. A laid off permanent full time employee may displace an employee in the department having less seniority in the same class who occupies a permanent-intermittent or permanent part-time position, the least senior employee being displaced first. 2. In the Same Level or Lower Class. A laid off or displaced employee who had achieved permanent status in a class at the same or lower salary level as determined by the salary schedule in effect at the time of layoff may displace within the department and in the class of an employee having less seniority; the least senior employee being displaced first, and so on with senior displaced employees displacing junior employees. d. Particular Rules on Displacing. 1. Permanent-intermittent and permanent part-time employees may displace only employees holding permanent positions of the same type respectively. 2. A permanent full time employee may displace any intermittent or part -time employee with less seniority 1) in the same class or, 2) in a class of the same or lower salary level if no full time employee in a class at the same or lower salary level has less seniority than the displacing employees. 3. Former permanent full time employees who have voluntarily become permanent part-time employees for the purpose of reducing the impact of a proposed layoff with the written approval of the Director of Human Resources or designee retain their permanent full time employee seniority rights for layoff purposes only and may in a later layoff displace a full time employee with less seniority as provided in these rules. e. Seniority. An employee's seniority within a class for layoff and displacement purposes shall be determined by adding the employee's length of service in the particular class in question to the employee's length of service in other classes at SECTION 10 - SENIORITY, WORKFORCE REDUCTION, LAYOFF & REASSIGNMENT DAIA - 19 - 2019 – 2023 MOU the same or higher salary levels as determined by the salary schedule in effect at the time of layoff. Employees reallocated or transferred without examination from one class to another class having a salary within five percent (5%) of the former class shall carry the seniority accrued in the former class into the new class. Employees reallocated to a new deep class upon its initiation or otherwise reallocated to a deep class because the duties of the position occupied are appropriately described in the deep class shall carry into the deep class the seniority accrued or carried forward in the former class and seniority accrued in other classes which have been included in the deep class. Service for layoff and displacement purposes includes only the employee's last continuous permanent County employment. Periods of separation may not be bridged to extend such service unless the separation is a result of layoff in which case bridging will be authorized if the employee is reemployed in a permanent position within th e period of layoff eligibility. Approved leaves of absence as provided for in these rules and regulations shall not constitute a period of separation. In the event of ties in seniority rights in the particular class in question, such ties shall be broken by length of last continuous permanent County employment. If there remain ties in seniority rights, such ties shall be broken by counting total time in the department in permanent employment. Any remaining ties shall be broken by random selection among the employees involved. f. Eligibility for Layoff List. Whenever any person who has permanent status is laid off, has been displaced, has been demoted by displacement or has voluntarily demoted in lieu of layoff or displacement, or has transferred in lieu of layoff or displacement, the person's name shall be placed on the layoff list for the class of positions from which that person has been removed. g. Order of Names on Layoff. First, layoff lists shall contain the names of persons laid off, displaced, or demoted as a result of a layoff or displacement, or who have voluntarily demoted in lieu of layoff or displacement or who ha ve transferred in lieu of layoff or displacement. Names shall be listed in order of layoff seniority in the class from which laid off, displaced, demoted or transferred on the date of layoff, the most senior person listed first. In case of ties in seniorit y, the seniority rules shall apply except that where there is a class seniority tie between persons laid off from different departments, the tie(s) shall be broken by length of last continuous permanent County employment with remaining ties broken by rando m selection among the employees involved. h. Duration of Layoff and Reemployment Rights. The name of any person granted reemployment privileges shall continue on the appropriate list for a period of two (2) years. Persons placed on layoff lists shall continue on the appropriate list for a period of two (2) years. i. Certification of Persons From Layoff Lists. Layoff lists contain the name(s) of person(s) laid off, displaced or demoted by displacement or voluntarily demoted SECTION 10 - SENIORITY, WORKFORCE REDUCTION, LAYOFF & REASSIGNMENT DAIA - 20 - 2019 – 2023 MOU in lieu of layoff or who transferred in lieu of layoff or displacement. When a request for personnel is received from the appointing authority of a department from which an eligible(s) was laid off, the appointing authority shall receive and appoint the eligible highest on the layoff list from the department. When a request for personnel is received from a department from which an eligible(s) was not laid off, the appointing authority shall receive and appoint the eligible highest on the layoff list who shall be subject to a probationa ry period. A person employed from a layoff list shall be appointed at the same step of the salary range the employee held on the day of layoff. j. Removal of Names from Reemployment & Layoff Lists. The Director of Human Resources may remove the name of any eligible from a reemployment or layoff list for any reason listed below: 1. For any cause stipulated in Section 404.1 of the Personnel Management Regulations. 2. On evidence that the eligible cannot be located by postal authorities. 3. On receipt of a statement from the appointing authority or eligible that the eligible declines certification or indicates no further desire for appointment in the class. 4. If three (3) offers of permanent appointment to the class for which the eligible list was established have been declined by the eligible. 5. If the eligible fails to respond to the Director of Human Resources or the appointing authority within ten (10) days to written notice of certification mailed to the person's last known address. 6. If the person on the reemployment or layoff list is appointed to another position in the same or lower classification, the name of the person shall be removed. 7. However, if the first permanent appointment of a person on a layoff list is to a lower class which has a top step salary lower than the top step of the class from which the person was laid off, the name of the person shall not be removed from the layoff list. Any subsequent appointment of such person from the layoff list shall result in removal of that person 's name. k. Removal of Names from Reemployment and Layoff Certifications. The Director of Human Resources may remove the name of any eligible from a reemployment or layoff certification if the eligible fails to respond within five (5) days to a written notice of certification mailed to the person's last known address. 10.3 Notice. The County agrees to give employees scheduled for layoff at least ten (10) work days notice prior to their last day of employment. SECTION 11 - HOLIDAYS DAIA - 21 - 2019 – 2023 MOU 10.4 Special Employment Lists. The County will establish a TET Employment Pool which will include the names of all laid off County employees. Special employment lists for job classes may be established from the pool. Persons placed on a special employment list must meet the minimum qualifications for the class. An appointment from such a list will not affect the individual's status on a layoff list(s). 10.5 Reassignment of Laid Off Employees. Employees who displaced within the same classification from full time to part-time or intermittent status in a layoff, or who voluntarily reduced their work hours to reduce the impact of layoff, or who accepted a position of another status than that from which they were laid off upon referral from the layoff list, may request reassignment back to their pre -layoff status (full time or part-time or increased hours). The request must be in writing in accord with each department's reassignment bid or selection process. Employees will be advised of the reassignment procedure to be followed to obtain reassignment back to their former status at the time of the workforce reduction. The most senior laid off employee in this status who requests such a reassignment will be selected for the vacancy; except when a more senior laid off individual remains on the layoff list and has not been appointed back to the class from which laid off, a referral from the layoff list will be made to fill the vacancy. SECTION 11 - HOLIDAYS 11.1 Holidays Observed. The County will observe the following holidays: January 1st, known as New Year's Day Third Monday in January known as Dr. M. L. King, Jr. Day Third Monday in February, known as President's Day Last Monday in May, known as Memorial Day July 4th known as Independence Day First Monday in September, known as Labor Day November 11th, known as Veterans Day Fourth Thursday in November, known as Thanksgiving Day Friday after Thanksgiving Day December 25th, known as Christmas Day Such other days as the Board of Supervisors may by resolution designate as holidays. Each full-time employee will accrue two (2) hours of personal holiday credit per month. Such personal holiday time may be taken in increments of one -tenth (1/10) of an hour, and preference of personal holidays will be given to employees according to their seniority in their department as reasonably as possible. Permanent part-time employees will receive personal holiday credit in the same ratio to the personal holiday credit given full-time employees as the number of hours per week in the part-time employee's schedule bears to the number of hours in the regular full- time schedule. SECTION 12 - VACATION LEAVE DAIA - 22 - 2019 – 2023 MOU Employees shall accrue their personal holiday credit during months they are in pay status provided however that no employee may accrue more than forty (40) hours of personal holiday credit. On separation from County service, an employee shall be paid for any unused personal holiday credits at the employee's then current pay rate. 11.2 Holidays Observed – Full-Time Employees: Full-time employees on a regular schedule are entitled to observe a holiday (day off work), without a reduction in pay, whenever a holiday is observed by the County. Any holiday observed by the County that falls on a Saturday is observed on the preceding Friday and any holiday that falls on a Sunday is observed on the following Monday. 11.3 Holidays Observed – Part-Time Employees: Permanent, part-time employees are entitled to observe a holiday (day off work) in the same ratio as the number of hours in the part time employee’s weekly schedule bears to forty (40) hours. 11.4 Holiday is WORKED and Holiday Falls on Regularly Scheduled Work Day (for employees on a Regular Work Schedule, the holiday always falls on the employee’s regularly scheduled work day): When a full-time employee works on a holiday that falls on the employee’s regularly scheduled work day, the employee is entitled to receive his/her regular salary. The employee is also entitled to receive holiday pay at the rate of one and one half (1.5) times his/her base rate of pay (not including differentials) for all hours worked, up to a maximum of eight (8) hours. 11.5 Automated Time Keeping: This agreement may be re-opened at the request of either party for the purpose of meeting and conferring regarding the establishment of an automated time keeping system. SECTION 12 - VACATION LEAVE 12.1 Vacation Allowance. Employees in permanent positions are entitled to vacation with pay. Accrual is based upon straight time hours of working time per calendar month of service and begins on the date of appointment t o a permanent position. Increased accruals begin on the first of the month following the month in which the employee qualifies. Accrual for portions of a month shall be in minimum amounts of one (1) hour calculated on the same basis as for partial month compensation pursuant to Section 5.6 of this MOU. Vacation credits may be taken in one (1) minute increments and may not be rounded. Vacation credits may not be taken during the first six (6) months of employment (not necessarily synonymous with probationary status) except where sick leave has been exhausted; and none shall be allowed in excess of actual accrual at the time vacation is taken. SECTION 12 - VACATION LEAVE DAIA - 23 - 2019 – 2023 MOU 12.2 Vacation Accrual Rates. All employees in the bargaining unit are entitled to the following vacation accruals: Monthly Maximum Accrual Cumulative Length of Service Hours Hours Under 11 years 10 240 11 years 10-2/3 256 12 years 11-1/3 272 13 years 12 288 14 years 12-2/3 304 15 thru 19 years 13-1/3 320 20 thru 24 years 16-2/3 400 25 thru 29 years 20 480 30 years and up 23-1/3 560 Service Award Date: An employee’s Service Award Date is used to determine when an employee begins to accrue the next higher number of vacation hours. The Service Award Date is the first date of a temporary, provisional, or permanent appointment to a position in the County. If an employee is first appointed to a temporary or provisional position and then later appointed to a permanent position, the Service Award Date for that employee is the date of the temporary or provisional appointment. Increased Vacation Accruals Granted in Recognition of Long Service: Each employee is eligible to begin to accrue increased vacation hours on the first day of the month following the employee's Service Award Date. Example One: 1. The employee’s Service Award Date is January 1, 1988. 2. The employee reached 20 years of service on January 1, 2008. 3. February 1, 2008 is the date on which the employee is eligible to begin accruing 16.66 hours of vacation time each month. Example Two: 1. An employee’s Service Award Date is February 24, 1987. 2. The employee reached 20 years of service on February 24, 2007. 3. March 1, 2007 is the date on which the employee is eligible to begin accruing 16.66 hours of vacation time each month. 12.3 Accrual During Leave Without Pay. No employee who has been granted a leave without pay or unpaid military leave shall accrue any vacation credit duri ng the SECTION 13 - SICK LEAVE DAIA - 24 - 2019 – 2023 MOU time of such leave, nor shall an employee who is absent without pay accrue vacation credit during the absence. 12.4 Vacation Allowance for Separated Employees. On separation from County service, an employee shall be paid for any unused vacation cre dits at the employee's then current pay rate. 12.5 Accrual on Prorated Basis. Employees in permanent part-time and permanent- intermittent positions shall accrue vacation benefits on a prorated basis as provided in Resolution 81/1165, Section 32-2.006. 12.6 Vacation Leave on Reemployment from a Layoff List. Employees with six (6) months or more service in a permanent position prior to their layoff, who are employed from a layoff list, shall be considered as having completed six (6) months tenure in a permanent position for the purpose of vacation leave. The appointing authority or designee will advise the Auditor-Controller's Payroll Unit in each case where such vacation is authorized so that appropriate payroll system override actions can be taken. SECTION 13 - SICK LEAVE 13.1 Purpose of Sick Leave. The primary purpose of paid sick leave is to ensure employees against loss of pay for temporary absences from work due to illness or injury. It is a benefit extended by the County and may be used only as authorized; it is not paid time off which employees may use for personal activities. 13.2 Credits to and Charges Against Sick Leave. Sick leave credits accrue at the rate of eight (8) working hours credit for each completed month of service. Employees who work a portion of a month are entitled to a pro rata share of the monthly sick leave credit computed on the same basis as is partial month compensation. Credits to and charges against sick leave are made in minimum amounts of one (1) minute increments and may not be rounded. Unused sick leave credits accumulate from year to year. When an employee is separated other than through retirement, accumulated sick leave credits shall be canceled, unless the separation results from layoff, in which case the accumulated credits shall be restored if re-employed in a permanent position within the period of lay off eligibility. Upon retirement, an employee's accumulated sick leave is converted to retirement on the basis of one (1) day of retirement service credit for each day of accumulated sick leave credit. 13.3 Policies Governing the Use of Paid Sick Leave. As indicated above, the primary purpose of paid sick leave is to ensure employees against loss of pay for temporary absences from work due to illness or injury. The following definitions apply: SECTION 13 - SICK LEAVE DAIA - 25 - 2019 – 2023 MOU Immediate Family means and includes only the spouse, son, stepson, daughter, stepdaughter, father, stepfather, mother, stepmother, brother, sister, grandparent, grandchild, father-in-law, mother-in-law, daughter-in-law, son-in-law, brother-in-law, sister-in-law, foster children, aunt, uncle, cousin, stepbrother, stepsister, or domestic partner of an employee and/or includes any other person for whom the employee is the legal guardian or conservator, or any person who i s claimed as a "dependent" for IRS reporting purposes by the employee. Employee means any person employed by Contra Costa County in an allocated position in the County service. Paid Sick Leave Credits means those sick leave credits provided for by County Salary Regulations and Memoranda of Understanding. Condition/Reason: With respect to necessary verbal contacts and confirmations which occur between the department and the employee when sick leave is requested or verified, a brief statement in non-technical terms from the employee regarding inability to work due to injury or illness is sufficient. Accumulated paid sick leave credits may be used, subject to appointing authority approval, by an employee in pay status, but only in the following instances: a. Temporary Illness or Injury of an Employee. Paid sick leave credits may be used when the employee is off work because of a temporary illness or injury. b. Permanent Disability Sick Leave. Permanent disability means the employee suffers from a disabling physical injury or illness and is thereby prevented from engaging in any County occupation for which the employee is qualified by reason of education, training or experience. Sick leave may be used by permanently disabled employees until all accruals of the employee have been exhausted or until the employee is retired by the Retirement Board, subject to the following conditions: 1. An application for retirement due to disability has been filed with the Retirement Board. 2. Satisfactory medical evidence of such disability is received by the appointing authority within thirty (30) days of the start of use of sick leave for permanent disability. 3. The appointing authority may review medical evidence and order further examination as deemed necessary, and may terminate use of sick leave when such further examination demonstrates that the employee is not disabled, or when the appointing authority determines that the medical evidence submitted by the employee is insufficient, or where the above conditions have not been met. SECTION 13 - SICK LEAVE DAIA - 26 - 2019 – 2023 MOU c. Communicable Disease. An employee may use paid sick leave credits when under a physician's order to remain secluded due to exposure to a communicable disease. d. Sick Leave Utilization for Pregnancy Disability. Employees whose disability is caused or contributed to by pregnancy, miscarriage, abortion, childbirth, or recovery therefrom, shall be allowed to utilize sick leave credit to the maximum accrued by such employee during the period of such disability under the conditions set forth below: 1. Application for such leave must be made by the employee to the appointing authority accompanied by a written statement of disability from the employee's attending physician. The statement must address itself to the employee's general physical condition having considered the nature of the work performed by the employee, and it must indicate the date of the commencement of the disability as well as the date the physician anticipates the disability to terminate. 2. If an employee does not apply for leave and the appointing authority believes that the employee is not able to properly perform her work or that her general health is impaired due to disability caused or contributed to by pregnancy, miscarriage, abortion, childbirth or recovery therefrom the employee shall be required to undergo a physical examination by a physician selected by the County. Should the medical report so recommend, a mandatory leave shall be imposed upon the employee for the duration of the disability. 3. If all accrued sick leave has been utilized by the employee and the employee opts not to utilize any other accruals, the employee shall be considered on leave without pay for the duration of her pregnancy disability leave. e. Medical & Dental Appointments. An employee may use paid sick leave credits: 1. For working time used in keeping medical and dental appointments for the employee's own care; and 2. For working time used by an employee for prescheduled medical and dental appointments for an immediate family member. f. Emergency Care of Family. An employee may use paid sick leave credits for working time used in cases of illness or injury to an immediate family member. g. Death of Family Member. An employee may use paid sick leave credits for working time used because of a death in the employee's immediate family, but this shall not exceed three (3) working days, plus up to two (2) days of work time for necessary travel. SECTION 13 - SICK LEAVE DAIA - 27 - 2019 – 2023 MOU h. Baby/Child Bonding. To bond with the employee’s newborn or placement of a child in an employee’s family for adoption or foster care, an employee eligible for baby/child bonding leave pursuant to the Family and Medical Leave Act (FMLA) and California Family Rights Act (CFRA) may use sick leave credits for such baby/child bonding leave. i. Accumulated paid sick leave credits may not be used in the following situations: 1. Self-inflicted Injury. For time off from work for an employee's illness or injury caused by his/her willful misconduct. 2. Vacation. Paid sick leave credits may not be used for an employee's illness or injury which occurs while he/she is on vacation but the County Administrator may authorize it when extenuating circumstances exist and the appointing authority approves. 3. Not in Pay Status. Paid sick leave credits may not be used when the employee would otherwise be eligible to use paid sick leave credits but is not in pay status. 13.4 Administration of Sick Leave. The proper administration of sick leave is a responsibility of the employee and the Department Head. The following procedures apply: a. Employees are responsible for notifying the Investigative Unit Supervisor of an absence as early as possible prior to the commencement of their work shift and in accordance with operational requirements. Notification shall include the reason and possible duration of the absence. b. Employees are responsible for keeping their department informed of their continuing condition and probable date of return to work. c. Employees are responsible for obtaining advance approval from th eir appointing authority or designee for the schedule time of prearranged personal or family medical and dental appointments. The use of sick leave may be denied if these procedures are not followed. Abuse of sick leave on the part of the employee is cause for disciplinary action. To ascertain the propriety of claims against sick leave, the Department Head may make such investigations as he/she deems necessary including medical verification of illness. 13.5 Disability. a. An employee physically or mentally incapacitated for the performance of duty is subject to dismissal, suspension or demotion, subject to the County Employees Retirement Law of l937. An appointing authority after giving notice may place an employee on leave if the appointing authority has filed an application for disability retirement for the employee, or whom the appointing authority believes SECTION 13 - SICK LEAVE DAIA - 28 - 2019 – 2023 MOU to be temporarily or permanently physically or mentally incapacitated for the performance of the employee's duties. b. An appointing authority who has reasonable cause to believe that there are physical or mental health conditions present in an employee which endanger the health or safety of the employee, other employees, or the public, or which impair the employee's performance of duty, may order the employee to undergo at County expense and on the employee's paid time, a physical, medical and/or psychiatric examination by a licensed physician or psychologist and receive a report of the findings on such examination. If the examining physician or psychologist recommends that treatment for physical or mental health problems, including leave, are in the best interests of the employee or the County in relation to the employee overcoming any disability and/or performing his/her duties the appointing authority may direct the employee to take such leave and/or undergo such treatment. c. Leave due to temporary or permanent disability shall be without prejudice to the employee's right to use sick leave, vacation, or any other benefit to which the employee is entitled other than regular salary. The Human Resources Director may order lost pay restored for good cause and subject to the employee's duty to mitigate damages. d. Before an employee returns to work from any absence for illness or injury, other leave of absence or disability leave, exceeding two weeks in duration, the appointing authority may order the employee to undergo at County expense a physical, medical, and/or psychiatric examination by a licensed physician or psychologist, and may consider a report of the findings on such examination. If the report shows that such employee is physically or mentally incapacitated for the performance of duty, the appointing authority may take such action as he/she deems necessary in accordance with appropriate provisions of this MOU. e. Before an employee is placed on an unpaid leave of absence or suspended because of physical or mental incapacity under (A) or (B) above, the employee shall be given notice of the proposed leave of absence or suspension by letter or memorandum, delivered personally or by certified mail, containing the following: 1. a statement of the leave of absence or suspension proposed; 2. the proposed dates or duration of the leave or suspension which may be indeterminate until a certain physical or mental health condition has been attained by the employee; 3. a statement of the basis upon which the action is being taken; 4. a statement that the employee may review the materials upon which the action is taken; SECTION 13 - SICK LEAVE DAIA - 29 - 2019 – 2023 MOU 5. a statement that the employee has until a specified date (not less than seven (7) work days from personal delivery or mailing of the notice) to respond to the appointing authority orally or in writing. f. Pending response to the notice the appointing authority for cause specified in writing may place the employee on a temporary leave of absence, with pay. g. The employee to whom the notice has been delivered or mailed shall have seven (7) work days to respond to the appointing authority either orally or in writing before the proposed action may be taken. h. After having complied with the notice requirements above, the appointing authority may order the leave of absence or suspension in writing stating specifically the basis upon which the action is being taken, delivering the order to the employee either personally or by certified mail, effective either upon personal delivery or deposit in the U.S. Postal Service. i. An employee who is placed on leave or suspended under this section may, within ten (10) calendar days after personal de livery or mailing to the employee of the order, appeal the order in writing through the Director of Human Resources to the Merit Board. Alternatively, the employee may file a written election with the Director of Human Resources waiving the employee's right to appeal to the Merit Board in favor of appeal to a Disability Review Arbitrator. j. In the event of an appeal either to the Merit Board or the Disability Review Arbitrator, the employee has the burden of proof to show that either: 1. the physical or mental health condition cited by the appointing authority does not exist, or 2. the physical or mental health condition does exist, but it is not sufficient to prevent, preclude, or impair the employee's performance of duty, or is not sufficient to endanger the health or safety of the employee, other employees, or the public. k. If the appeal is to the Merit Board, the order and appeal shall be transmitted by the Director of Human Resources to the Merit Board for hearing under the Merit Board's Procedures, Section 1114-1128 inclusive. Medical reports submitted in evidence in such hearings shall remain confidential information and shall not be a part of the public record. l. If the appeal is to a Disability Review Arbitrator, the employee (and his/her representative) will meet with the County's representative to mutually select the Disability Review Arbitrator, who may be a de facto arbitrator, or a physician, or a rehabilitation specialist, or some other recognized specialist mutually selected by the parties. The arbitrator shall hear and review the evidence. The decision of the Disability Review Arbitrator shall be binding on both the County and the employee. SECTION 13 - SICK LEAVE DAIA - 30 - 2019 – 2023 MOU Scope of the Arbitrator's Review. a. The arbitrator may affirm, modify or revoke the leave of ab sence or suspension. b. The arbitrator may make his/her decision based only on evidence submitted by the County and the employee. c. The arbitrator may order back pay or paid sick leave credits for any period of leave of absence or suspension if the leave o r suspension is found not to be sustainable, subject to the employee's duty to mitigate damages. d. The arbitrator's fees and expenses shall be paid one -half by the County and one-half by the employee or employee's association. 13.6 Workers' Compensation. a. State Labor Code 4850 Pay. Law enforcement officers as defined in State Labor Code 4850 who are members of the Contra Costa County Retirement System continue to receive full salary benefits in lieu of temporary disability during any absence from work which qualifies for workers' compensation benefits. Currently, the maximum 4850 pay is one (1) year for any injury or illness. To be eligible for this benefit the employee must be under the care of a physician. All 4850 pay shall be approved by the County Administrator's Office, Risk Management Division. b. Sick Leave and Vacation. Sick leave and vacation shall accrue in accordance with the provision of State Labor Code 4850. c. 4850 Pay Beyond One Year. If an injured employee remains eligible for workers' compensation temporary disability benefits beyond one (1) year, full salary will continue by integrating sick leave and/or vacation accruals with workers' compensation benefits (use of vacation accruals must be approved by the department and the employee). If salary integration is no longer available because accruals are exhausted, workers' compensation benefits will be paid directly to the employee as prescribed by workers' compensation laws. d. Rehabilitation Integration. An injured employee who is eligible for workers' compensation rehabilitation temporary disability benefits and who has exhausted 4850 pay eligibility will continue to receive full salary by integrating sick leave and/or vacation accruals with workers' compensation rehabilitatio n temporary disability benefits. When these accruals are exhausted, the rehabilitation temporary disability benefits will be paid directly to the employee as prescribed by workers' compensation laws. e. Health Insurance. The County contribution to the employee's group insurance plan(s) continues during the 4850 pay period and during integration of sick leave or vacation with workers' compensation benefits. SECTION 14 - LEAVE OF ABSENCE DAIA - 31 - 2019 – 2023 MOU f.Integration Formula. An employee's sick leave and/or vacation charges shall be calculated as follows: C = 8 [1 - (W ÷ S)] C = Sick leave or vacation charge per day (in hrs.) W = Statutory workers' compensation for a month S = Monthly salary g.Medical Examinations. Whenever possible, medical exams or follow-up medical appointments for job-related illness or injury scheduled during work hours will be at the beginning or end of the employee's shift so as to minimize time lost from work. 13.7 Integration of SDI. On May 26, 1981 the Board of Supervisors established a Labor Management Committee to administer a rehabilitation program for disabled County employees. It is understood that the benefits specified above in this Section 13 shall be coordinated with any disabled employee's rehabilitation program. 13.8 Accrual During Leave Without Pay. No employee who has been granted a leave without pay or an unpaid military leave shall accrue any sick leave credits during the time of such leave nor shall an employee who is absent without pay accrue sick leave credits during the absence. SECTION 14 - LEAVE OF ABSENCE 14.1 Leave Without Pay. Any employee who has permanent status in the classified service may be granted a leave of absence without pay upon written request, approved by the appointing authority; provided, however, that leaves for pregnancy under Pregnancy Disability Leave (PDL), Family and Medical Leave Act (FMLA), and California Family Rights Act (CFRA) shall be granted in accordance with applicable state and federal law. 14.2 General Administration - Leaves of Absence. Requests for leave without pay shall be made in writing and shall state specifically the reason for the request, the date when it is desired to begin the leave, and the probable date of return. a.Leave without pay may be granted for up to one (1) year for any of the fo llowing reasons: 1.Employee’s own illness, disability or serious health condition; 2.pregnancy or pregnancy disability; 3.family care for family members as defined in Section 14.3; 4.to take a course of study such as will increase the employee's usefu lness on return to the position; SECTION 14 - LEAVE OF ABSENCE DAIA - 32 - 2019 – 2023 MOU 5.for other reasons or circumstances acceptable to the appointing authority. b.An employee should request a leave of absence at least thirty (30) days before the leave is to begin if the need for the leave is foreseeabl e. If the need is not foreseeable, the employee must provide written notice to the employer of the need for family care leave as soon as possible and practical. c.An appointing authority may extend such leave for additional periods. The procedure in granting extensions shall be the same as that in granting the original leave, provided that the request for extension must be made not later than thirty (30) calendar days before the expiration of the original leave. 14.3 Family and Medical Leave Act (FMLA) and/or California Family Rights Act (CFRA). a.Definitions. For Family and Medical Leave Act (FMLA) and/or California Family Rights Act (CFRA) leaves of absence under Section 14, the following definitions apply: 1.Child: A biological, adopted, or foster child, stepchild, legal ward, conservatee, or a child who is under eighteen (18) years of age for whom an employee stands in loco parentis or for whom the employee is the guardian or conservator, or an adult dependent child of the employee. 2.Parent: A biological, foster, or adoptive parent, a stepparent, legal guardian, conservator, or other person standing in loco parentis to a child. 3.Spouse: A partner in marriage as defined in Family Code Section 300. 4.Domestic Partner: An unmarried person, eighteen (18) years or older, to whom the employee is not related and with whom the employee resides and shares the common necessities of life. 5.Serious Health Condition: An illness, injury, impairment, or physical or mental condition which involves either inpatient care in a hospital, hospice or residential health care facility or continuing treatment or continuing supervision by a health care provider (e.g. physician or surgeon) and which, for family care leave only, warrants the participation of a family member to provide care during a period of treatment or supervision, as defined by state and federal law. 6.Certification for Family and Medical Leave Act (FMLA)/California Family Rights Act (CFRA): A written communication to the employer from a health care provider of a person for whose care the leave is being taken which need not identify the serious health condition involved, but shall contain: SECTION 14 - LEAVE OF ABSENCE DAIA - 33 - 2019 – 2023 MOU i.the date, if known, on which the serious health condition commenced; ii.the probable duration of the condition; iii for family care an estimate of the frequency and duration of the leave required to render care or supervision for the family member; iv.for an employee’s serious health condition, a statement whether the employee is able to work, or is unable to perform one or more of the essential functions of his/her position; v.if for intermittent leave or a reduced work schedule leave, the certification should indicate the intermittent leave or reduced work schedule needed for the employee’s serious health condition or for the care of the employee’s family member and its expected duration. 7.Comparable Positions: A position with the same or similar duties and pay which can be performed at the same or similar geographic location as the position held prior to the leave. Ordinarily, the job assignment will be the same duties in the same program area located in the same city, although specific clients, caseload, co-workers, supervisor(s), or other staffing may have changed during an employee's leave. b.Section 14.2 notwithstanding, any employee who has been employed by the County for at least twelve (12) months and who has worked at least 1250 hours in the 12 months immediately preceding the start of a leave of absence under the Family and Medical Leave Act (FMLA) or the California Family Rights Act (CFRA) shall be granted upon request to the appointing authority up to twelve (12) weeks of leave during a “rolling” twelve (12) month period measured backward from the date an employee uses his/her FMLA leave in accordance with the following provisions: 1.medical leave of absence for the employee's own serious health condition which makes the employee unable to perform the functions of the employee's position; or 2.FMLA/CFRA leave of absence without pay for reason of the birth of a child of the employee, the placement of a child with an employee in connection with the adoption or foster care of the child by the employee, or the serious illness or health condition of a child, parent, spouse, or d omestic partner of the employee. The employee may be asked to provide certification of the need for FMLA/CFRA. c.Intermittent Use of Leave. The twelve (12) week entitlement may be in broken periods, intermittently on a regular or irregular basis, or ma y include reduced work schedules depending on the specific circumstances and situations SECTION 14 - LEAVE OF ABSENCE DAIA - 34 - 2019 – 2023 MOU surrounding the request for leave. The twelve (12) weeks may include use of appropriate available paid leave accruals when accruals are used to maintain pay status, but use of such accruals is not required beyond that specified in Section 14.6.b below. When paid leave accruals are used for FMLA/CFRA, such time shall be counted as a part of the twelve (12) week entitlement. d. Aggregate Use for Parents. In the situation where both parents are employed by the County, the FMLA/CFRA entitlement based on the birth, adoption or foster care of a child is limited to an aggregate for both employees together of twelve (12) weeks during a “rolling” twelve (12) month period measured backward from the date the employee uses his/her FMLA leave. 14.4 Pregnancy Disability Leave. Insofar as pregnancy disability leave is used under Section 13.3.d - Sick Leave Utilization for Pregnancy Disability, that time will not be considered a part of the twelve (12) week California Family Rights Act (CFRA) leave. 14.5 Group Health Plan Coverage. a. During Leave of Absence. Employees who were members of one of the group health plans prior to commencement of their leave of absence can maintain their health plan coverage with the County contribution by maintaining their employment in pay status as described in Section 14.6. In order to maintain such coverage, employees are required to pay timely the full employee contribution to maintain their group health plan coverage, either through payroll deduction or by paying the County directly. b. During Family Medical Leave Act (FMLA)/California Family Rights Act (CFRA) Leave. During the twelve (12) weeks of an approved FMLA/CFRA leave under Section 14.3 above, the County will continue its contribution for such health plan coverage even if accruals are not available for use to maintain pay status as required under Section 14.6. In order to maintain such coverage, employees are required to pay timely the full employee contribution to maintain their group health plan coverage, either through payroll deduction or by paying the County directly. 14.6 Leave Without Pay - Use of Accruals. a. All Leaves of Absence. During the first twelve (12) month period of any leave of absence without pay, an employee may elect to maintain pay status each month by using at least 0.1 hour of available sick leave (if so entitled under Section 13 - Sick Leave), vacation, floating holiday, compensatory time off or other accruals or entitlements; in other words, during the first twelve (12) months, a leave of absence without pay may be "broken" into segments and accruals used on a monthly basis at the employee's discretion. After the first twelve (12) months, the leave period may not be "broken" into segments and accruals may not be used, except when required by SDI/Sick Leave Integration. b. Family Care or Medical Leave (FMLA). During the twelve (12) weeks of an approved medical or family care leave, if a portion of that leave will b e on a leave SECTION 14 - LEAVE OF ABSENCE DAIA - 35 - 2019 – 2023 MOU of absence without pay, the employee will be required to use at least 0.1 hour of sick leave (if so entitled under Section 13 - Sick Leave), vacation floating holiday, compensatory time off or other accruals or entitlements if such are availab le, although use of additional accruals is permitted under subsection a. above. c. Sick leave accruals may not be used during any leave of absence, except as allowed under Section 13 - Sick Leave. 14.7 Military Leave. Any employee who is required to serve as a member of the State Militia or the United States Army, Navy, Air Force, Marine Corps, Coast Guard or any division thereof shall be granted a military leave for the period of such service, plus ninety (90) days. An employee who volunteers for such s ervice shall be granted a leave of absence if necessary in accordance with applicable state or federal laws. Upon the termination of such service or upon honorable discharge, the employee shall be entitled to return to his/her position in the classified se rvice provided such still exists and the employee is otherwise qualified, without any loss of standing of any kind whatsoever. An employee who has been granted a military leave shall not, by reason of such absence, suffer any loss of vacation, holiday, or sick leave privileges which may be accrued at the time of such leave, nor shall the employee be prejudiced thereby with reference to salary adjustments or continuation of employment. For purposes of determining eligibility for salary adjustments or seniority in case of layoff or promotional examination, time on military leave shall be considered as time in County service. Any employee who has been granted a military leave, may upon return, be required to furnish such evidence of performance of military se rvice or of honorable discharge as the Director of Human Resources may deem necessary. 14.8 Return From Leave of Absence. a. Early Return. Whenever an employee who has been granted a leave without pay desires to return before the expiration of such leave, the employee shall submit a request to the appointing authority in writing at least fifteen (15) days in advance of the proposed early return provided, however, that less notification may be approved at the discretion of the appointing authority or his/her designee. Early return is subject to prior approval by the appointing authority. The Human Resources Department shall be notified promptly of such return. b. Leave of Absence Reinstatement. Any permanent employee who requests reinstatement to the classification held by the employee in the same department at the time the employee was granted a leave of absence, shall be reinstated to a position in that classification and department and then only on the basis of seniority. c. Leave of Absence Replacement. In case of severance from service or displacement by reason of the reinstatement of a permanent employee returning from a leave of absence, the provisions of Section 10 (Seniority, Workforce Reduction, Layoff, & Reassignment Seniority) shall apply. SECTION 15 - JURY DUTY AND WITNESS DUTY DAIA - 36 - 2019 – 2023 MOU d. Reinstatement From Family Care or Medical Leave of Absence. In the case of a family care or medical leave, an employee on a 5/40 schedule shall be reinstated to the same or comparable position if the return to work is after no more than sixty (60) work days of leave from the initial date of a continuous leave, including use of accruals, or within the equivalent on an alternate work schedule. A full time employee taking an intermittent or reduced work schedule leave shall be reinstated to the same or comparable position if the return to work on a full schedule is after no more than 480 hours, including use of accruals, of intermittent or reduced work schedule leave. At the time the original leave is approved, the appointing authority shall notify the employee in writing of the final date to return to work, or the maximum number of hours of leave, in order to guarantee reinstatement to the same or comparable position. An employee on a schedule other than 5/40 shall have the time frame for reinstatement to th e same or comparable position adjusted on a pro rata basis. 14.9 Appeal of Denial. The decision of the appointing authority on granting or denying leave or early return from leave shall be subject to appeal to the Director of Human Resources and not subject to appeal through the grievance procedure set forth in this MOU. 14.10 Salary Review While on Leave of Absence. The salary of an employee who is on leave of absence from a County position on any anniversary date and who has not been absent from the position on leave without pay more than six (6) months during the preceding year shall receive salary increments that may accrue to them during the period of military leave. 14.11 Unauthorized Absence. An unauthorized absence from the work site or failure to report for duty after a leave request has been disapproved, revoked, or canc eled by the appointing authority, or at the expiration of a leave shall be without pay. Such absence may also be grounds for disciplinary action. 14.12 Furlough Days Without Pay. Subject to the prior written approval of the appointing authority, employees may elect to take furlough days or hours without pay (pre-authorized absence without pay), up to a maximum of fifteen (15) calendar days for any one period. Longer pre-authorized absences without pay are considered leaves of absence without pay. Employees who take furlough time shall have their compensation for the portion of the month worked computed in accord with Section 5.6 - Compensation for Portion of Month of this MOU. Full time and part time employees who take furlough time shall have their vacation, sick leave, floating holiday and any other payroll-computed accruals computed as though they had worked the furlough time. When computing vacation, sick leave, floating holiday and other accrual credits for employees taking furlough time, this provision shall supersede Sections 12.1, 13.2, 13.8 and 14.1 of this MOU regarding the computation of vacation, sick leave, floating holiday and other accrual credits as regards furlough time only. For payroll purposes, furlough time (absence without pay with prior authorization of the appointing authority) shall be reported separately from other absences without pay to the Auditor-Controller. SECTION 15 - JURY DUTY AND WITNESS DUTY SECTION 15 - JURY DUTY AND WITNESS DUTY DAIA - 37 - 2019 – 2023 MOU 15.1 Jury Duty. For purposes of this Section, jury duty shall be defined as any time an employee is obligated to report to the court. When called for jury duty, County employees, like other citizens, are expected to discharge their jury duty responsibilities. Employees shall advise their department as soon as possible if scheduled to appear for jury duty. If summoned for jury duty in a Superior or Federal Court, or a Coroners jury, employees may remain in their regular County pay status, or they may take paid leave (vacation, floating holiday, etc.) or leave without pay and retain all fees and expenses paid to them. When an employee is summoned for jury duty selection or is selected as a juror in a Superior or Federal Court, employees may remain in a regular pay status if they waive all fees (other than mileage), regardless of shift assignment and the following shall apply: a. If an employee elects to remain in a regular pay status and waive or surrender all fees (other than mileage), the employee sh all obtain from the Clerk or Jury Commissioner a certificate indicating the days attended and noting that fees other than mileage are waived or surrendered. The employee shall furnish the certificate to his/her department where it will be retained as a department record. No "Absence/Overtime Record" is required. b. An employee who elects to retain all fees must take leave (vacation, floating holiday, etc.) or leave without pay. No court certificate is required but an "Absence/Overtime Record" must be submitted to the department payroll clerk. Employees are not permitted to engage in any employment regardless of shift assignment or occupation before or after daily jury service that would affect their ability to properly serve as jurors. An employee on short notice standby to report to court, whose job duties make short notice response impossible or impractical, shall be given alternate work assignments for those days to enable them to respond to the court on short notice. When an employee is required to serve on jury duty, the County will adjust that employee's work schedule to coincide with a Monday to Friday schedule for the remainder of their service, unless the employee requests otherwise. Participants in 9/80 or 4/10 work schedules will not receive overtime or compensatory time credit for jury duty on their scheduled days off. Permanent-intermittent employees are entitled to paid jury duty leave only for those days on which they were previously scheduled to work. 15.2 Witness Duty. Employees called upon as a witness or an expert witness in a case arising in the course of their work or the work of another department may remain in SECTION 16 - MEDICAL, DENTAL, AND LIFE INSURANCE DAIA - 38 - 2019 – 2023 MOU their regular pay status and turn over to the County all fees and expenses paid to them other than mileage allowance or they may take vacation leave or leave without pay and retain all fees and expenses. Employees called to serve as witnesses in private cases or personal matters (e.g., accident suits and family relations) shall take vacation leave or leave without pay and retain all witness fees paid to them. Retention or waiver of fees shall be governed by the same provisions as apply to jury duty as set forth in Section 15.1 of this MOU. Employees shall advise their department as soon as possible if scheduled to appear f or witness duty. Permanent intermittent employees are entitled to paid witness duty only for those days on which they were previously scheduled to work. SECTION 16 - MEDICAL, DENTAL, AND LIFE INSURANCE 16.1 Health Plan. The County will provide group health benefits through the California Public Employees’ Retirement System (CalPERS) for all permanent full -time employees, and permanent part-time employees regularly scheduled to work at least twenty (20) hours per week in classes represented by DAIA. The CalPERS health care program, as regulated by the Public Employees’ Medical and Hospital Care Act (PEMHCA), regulations issued pursuant to PEMHCA, and the administration of PEMHCA by CalPERS, controls on all health plan issues for employees who receive health care coverage from CalPERS, including, but not limited to, eligibility, benefit plans, benefit levels, minimum premium subsidies, and costs. 16.2 Contra Costa Health Plan (CCHP). Because CCHP has met the minimum standards required under PEMHCA and is approved as an alternative CalPERS plan option, DAIA members and COBRA counterparts may elect to enroll in CCHP under the CalPERS plan rules and regulations. 16.3 CalPERS Health Plan Monthly Premium Subsidy. The County subsidy to the CalPERS monthly health plan premiums is as provided below. The employee must pay any CalPERS health plan premium costs that are greater than the County’s subsidy identified in Section 16.3. A. County Premium Subsidy On and After January 1, 2015. For the plan year that begins on January 1, 2015, the County will pay the following monthly premium subsidy for each health plan: Employee/Retiree/Survivor Only $608.87 Employee/Retiree/Survivor & One Dependent $1,217.74 Employee/Retiree/Survivor & Two or more Dependents $1,583.07 In addition, if there is an increase in the monthly premium charged by a health plan for 2015 that exceeds the above stated amounts, the County and the employee will each pay fifty percent (50%) of that increase. For each calendar SECTION 16 - MEDICAL, DENTAL, AND LIFE INSURANCE DAIA - 39 - 2019 – 2023 MOU year thereafter, the County and the employee will each pay fifty percent (50%) of any premium increase for each health plan. B. Effective January 1, 2015, in the first calendar year that a new health plan is offered, the County monthly premium subsidy will be equal to the corr esponding Kaiser monthly premium in the CalPERS region for that health plan. For each calendar year thereafter, the County and the employee will each pay fifty percent (50%) of the monthly premium increase that is above the plan premium for the first year of the new plan. C. In the event, in whole or in part, that the above County premium subsidy amounts are greater than one hundred percent (100%) of the applicable premium of any plan, for any plan year, the County’s contribution will not exceed one hundr ed percent (100%) of the applicable plan premium. 16.4 Dental Plan. The County may, during the term of this MOU, change dental care providers, so long as the level of benefits provided is not reduced. 16.5 County Dental Plan Premium Subsidy On and After January 1, 2016. The County’s subsidy to the monthly dental plan premiums shall be as provided below. This subsidy is provided only for permanent full-time and permanent part-time employees regularly scheduled to work at least twenty (20) hours per week. Permanent-intermittent and permanent part-time employees working less than twenty (20) hours per week may enroll in a dental plan but are not entitled to the County’s premium subsidy. Any increases in dental plan costs greater than the County’s premium subsidy identified below shall be borne by the employee. A. County premium subsidy for 2016 and thereafter. For calendar year 2016, the County will pay the following monthly premium subsidy: Dental Plans: Delta Dental Single $32.69 Family $73.64 DeltaCare (PMI) Single $22.30 Family $48.19 Delta Dental without health plan Single $42.44 Family $95.62 DeltaCare (PMI) without health plan Single $28.91 Family $62.49 In addition, if there is an increase in the mon thly premium charged by a dental plan for 2016 that exceeds the above stated amounts, the County and the employee will each SECTION 16 - MEDICAL, DENTAL, AND LIFE INSURANCE DAIA - 40 - 2019 – 2023 MOU pay fifty percent (50%) of that increase. For each calendar year thereafter, the County and the employee will each pay fifty percent (50%) of any premium increase for each dental plan. B. If the County premium subsidy amounts are greater than one hundred percent (100%) of the applicable premium of any dental plan, for any plan year, the County’s contribution will not exceed one hundre d percent (100%) of the applicable plan premium. C. Eligible Family Members. The following persons may be enrolled as the Eligible Family Members of a dental plan subscriber. 1.Eligible Dependents: a.Employee’s legal spouse b.Employee’s qualified domestic partner c.Employee’s Disabled Child who is: i.Over age 19, a).Unmarried; and b).Incapable of sustaining employment due to a physical or mental disability that existed prior to the child’s attainment of age 19. d.Delta Dental Only - Employee’s unmarried child who is: i.Under age 19; or ii.Age 19, or above, but under age 24; and a).Resides with the Employee for more than 50% of the year, excluding time living at school, and b). Receives at least 50% of support from Employee; and c). Is enrolled and attends school on a full-time basis, as defined by the school. e.Delta Care Only – Employee’s child to age 26. 2.“Employee’s child” includes natural child, step -child, adopted child, child of a qualified domestic partner, and a child specified in a Qualified Medical Child Support Order (QMSCO) or similar court document. 3.For purposes of this Section 16.5 – County Dental Plan Premium Subsidy On and After January 1, 2016 and Section 16.12 – Retirement Coverage, “Eligible Family Member” does not include Survivors of employees or retirees. 16.6 Orthodontia Coverage. The County will offer Orthodontia coverage to all permanent employees in classes represented by the DAIA who participate in a County dental plan. The cost for orthodontia coverage is borne 100% by ea ch enrolled employee. Premium payments are made by payroll deduction or direct pay, as applicable. 16.7 Rate Information. The County Benefits Service Unit will make dental plan rate information and, to the extent possible, CalPERS health plan rate inform ation available SECTION 16 - MEDICAL, DENTAL, AND LIFE INSURANCE DAIA - 41 - 2019 – 2023 MOU to employees and departments upon request. In addition, the County Benefits Service Unit will publish and distribute to employees and departments information about rate changes as they occur during the year. 16.8 Life Insurance Benefit Under Health and Dental Plans. For permanent employees who are enrolled in a County sponsored health or dental plan as either the primary insured or a dependent, term life insurance in the amount of ten thousand dollars ($10,000) will be provided by the County. 16.9 Life Insurance Contributions. The County will pay the entire premium on behalf of permanent full-time and permanent part-time employees regularly scheduled to work at least twenty (20) hours per week who elect health and/or dental coverage. Permanent-intermittent and permanent part-time employees working less than twenty (20) hours per week may participate in the Life Insurance Plan at their full personal expense, which shall not exceed the County’s cost, provided they elect health and/or dental coverage. 16.10 Premium Payments. Employee participation in any health, dental, or life insurance plan is contingent upon the employee authorizing payroll deduction by the County of the employee’s share of the premium cost. The County's contribution to health plan and dental plan monthly premiums are payable as follows: A. CalPERS Plan (Includes Alternate CCHP Plan). The County's contribution to the health plan premium is payable one (1) month in advance. If an employee’s compensation in any month is not sufficient to pay the employee share of the premium, the employee must make up the difference by remitting the amount delinquent to the County by the tenth day of each month. The responsibility for this payment rests solely with the employee. B. Dental and Life Insurance Plans. The County's contribution to the dental and life insurance premium (as described in Sections 16.5 and 16.9) is payable monthly. If an employee’s compensation in any month is not sufficient to pay the employee share of the premium, the employee must make up the difference by remitting the amount delinquent to the County by the tenth day of each month. The responsibility for this payment rests solely with the employee. 16.11 Extended Coverage. An employee on approved leave without pay shall be allowed to continue his/her health/dental/life insurance coverage provided that the employee shall pay their share of the monthly premium by the tenth day of each month, during said leave. An employee who terminates County employment is covered through the last day of the month in which he/she is paid for County dental plans and through the last day of the month following the month of termination for CalPERS plans. Employees who terminate County employment may continue Group Health/Dental plan coverage to the extent provided under the COBRA regulations. 16.12 Retirement Coverage. SECTION 16 - MEDICAL, DENTAL, AND LIFE INSURANCE DAIA - 42 - 2019 – 2023 MOU A. Retirement Coverage. Upon retirement, employees and eligible family members may, subject to plan requirements, remain in the same County group medical and/or dental plan, if immediately before their retirement they are either active subscribers to one of the County contracted health/dental plans, including CalPERS plans, or if while on authorized leave of absence without pay, they have retained continuous coverage during the leave period. B. Retirement Medical Coverage. Government Code section 22892 applies to all employees who retire under the Contra Costa County Employees’ Retirement Association (CCCERA). 16.13 Dual Coverage. A. CalPERS Health Plan. Employees must adhere to the rules as established by CalPERS. B. On and after January 1, 2013, each employee and retiree may be covered by only a single County health and/or a single County dental plan, including CalPERS plans. For example, a County employee may be covered under a single County health plan as either the primary insured or the dependent of another County employee or retiree, but not as both the primary insured and the dependent of another County employee or retiree. C. On and after January 1, 2013, each dependent may be covered by the health and/or dental plan of only one spouse or one domestic partner. For example, when both parents are County employees, all of their eligible children may be covered as dependents of either parent, but not both. D. For purposes of this Section 16.13 - Dual Coverage, "County" includes the County of Contra Costa and all Board of Supervisors governed special districts, such as the Contra Costa County Fire Protection District. 16.14 Health Care Spending Account. The County will continue to offer regular full- time and part-time (20/40 or greater) County employees the option to participate in a Health Care Spending Account (HCSA) Program designed to qualify for tax savings under Section 125 of the Internal Revenue Code, b ut such savings are not guaranteed. The HCSA Program allows employees to set aside a pre-determined amount of money from their paycheck for health care expenses not reimbursed by any other health benefits plan with before-tax dollars. HCSA dollars can be expended on any eligible medical expenses allowed by Internal Revenue Code Section 125. Any unused balance is forfeited and cannot be recovered by the employee. 16.15 PERS Long Term Care. The County will deduct and remit monthly premium and eligible lists to the PERS Long Term Care Administrator, at no County administrative cost, for County employees who are eligible and voluntarily elect to purchase long term care through the PERS Long Term Care Program. SECTION 17 - PROBATIONARY PERIOD DAIA - 43 - 2019 – 2023 MOU The County further agrees that County employees interested in purchasing PERS Long Term Care may participate in meetings scheduled by PERS Long Term Care on County facilities during non-work hours (i.e. coffee breaks, lunch hour). 16.16 Dependent Care Assistance Program. The County will continue to offer the option of enrolling in a Dependent Care Assistance Program (DCAP) designed to qualify for tax savings under Section 129 of the Internal Revenue Code, but tax savings are not guaranteed. The program allows employees to set aside up to five thousand d ollars ($5,000) of annual salary (before taxes) per calendar year to pay for eligible dependent care (child and elder care) expenses. Any unused balance is forfeited and cannot be recovered by the employee. 16.17 Premium Conversion Plan. The County will continue to offer the Premium Conversion Plan (PCP) designed to qualify for tax savings under Section 125 of the Internal Revenue Code, but tax savings are not guaranteed. The program allows employees to use pre-tax dollars to pay medical and dental premiums. 16.18 Health Benefit Coverage for Employees Not Otherwise Covered. To access County health plans, an employee represented by the Association who is not otherwise eligible for health coverage by the County, must be eligible to receive an offer of coverage from the County under the federal Patient Protection and Affordable Care Act (“ACA”). Employees eligible to receive an offer of coverage (and qualified dependents), will be offered access to the County’s lowest cost, single individual health insuranc e plan as determined by the County. Employees will be responsible for the full premium cost of coverage. This provision is not subject to the grievance process. 16.19 Prevailing Section. To the extent that any provision of this Section (Section 16 –Medical, Dental, and Life Insurance) is inconsistent with any provision of any other County enactment or policy, including but not limited to Administrative Bulletins, the Salary Regulations, the Personnel Management Regulations, or any other resolution or order of the Board of Supervisors, the provision(s) of this Section (Section 16 – Medical, Dental, and Life Insurance) will prevail. 16.20 Voluntary Vision Plan. The County will offer active permanent full-time and active permanent part-time employees the option to enroll in a voluntary vision plan during the County’s open enrollment. Employees will pay the full premium cost of the plan. The County will contract for a voluntary vision plan with no co-pays. The vision plan is not available to permanent-intermittent employees. SECTION 17 - PROBATIONARY PERIOD 17.1 Duration. All appointments from officially promulgated employment lists for original entrance or promotion shall be subject to a probationary period. This period shall be from six (6) months to two (2) years duration. 17.2 Probation Periods Over Six Months. Listed below are those classes represented by the Association which have probation periods in excess of six (6) months: SECTION 17 - PROBATIONARY PERIOD DAIA - 44 - 2019 – 2023 MOU D.A. Sr. Inspector One (1) year 17.3 Revised Probationary Period. When the probationary period for a class is changed, only new appointees to positions in the classification shall be subject to the revised probationary period. 17.4 Length of Probationary Period. The probationary period shall commence from the date of appointment. It shall not include time served in provisional or temporary appointments or any period of continuous absence or industrial or non-industrial leave or temporary modified duty assignment exceeding fifteen (15) calendar days, except as otherwise provided in the Personnel Management Regulations or by law. For those employees appointed to permanent -intermittent positions with a six (6) months probation period, probation will be considered completed upo n serving one thousand (1,000) hours after appointment except that in no instance will this period be less than six (6) calendar months from the beginning of probation. If a permanent - intermittent probationary employee is reassigned to full-time, credit toward probation completion in the full-time position shall be prorated on the basis of one hundred seventy-three (173) hours per month. 17.5 Rejection During Probation. An employee who is rejected during the probation period and restored to the eligible list shall begin a new probationary period if subsequently certified and appointed. A. Appeal from rejection. Notwithstanding any other provisions of this section, an employee (probationer) shall have the right to appeal from any rejection during the probationary period based on political or religious affiliations or opinions, union activities, or race, color, national origin, sex, age, disability or sexual orientation. B. The appeal must be written, must be signed by the employee and set forth the grounds and facts by which it is claimed that grounds for appeal exist under subsection (A) and must be filed through the Director of Human Resources to the Merit Board by 5:00 p.m. on the seventh (7th) calendar day after the date of delivery to the employee of notice of rejection. C. The Merit Board shall consider the appeal, and if it finds probable cause to believe that the rejection may have been based on grounds prohibited in subsection (A), it may refer the matter to a Hearing Officer for hearing, recommended findings of fact, conclusions of law and decision, pursuant to the relevant provisions of the Merit Board rules in which proceedings the rejected probationer has the burden of proof. D. If the Merit Board finds no probable cause for a hearing, it shal l deny the appeal. If, after hearing, the Merit Board upholds the appeal, it shall direct that the appellant be reinstated in the position and the appellant shall begin a new SECTION 17 - PROBATIONARY PERIOD DAIA - 45 - 2019 – 2023 MOU probationary period unless the Merit Board specifically reinstates the former period. 17.6 Regular Appointment. The regular appointment of a probationary employee shall begin on the day following the end of the probationary period, subject to the condition that the Director of Human Resources receive from the appointing authority a statement in writing that the services of the employee during the probationary period were satisfactory and that the employee is recommended for permanent appointment. A probationary employee may be rejected at any time during the probation period without regard to the Skelly provisions of this MOU, without notice and without right of appeal or hearing. If the appointing authority has not returned the probation report, or the appointing authority fails to submit in a timely manner the proper written document s certifying that a probationary employee has served in a satisfactory manner and later acknowledges it was his/her intention to do so, the regular appointment shall begin on the day following the end of the probationary period. Notwithstanding any other provisions of the MOU, an employee rejected during the probation period from a position in the Merit System to which the employee had been promoted or transferred from an eligible list, shall be restored to a position in the department from which the employee was promoted or transferred. An employee dismissed for other than disciplinary reasons within six (6) months after being promoted or transferred from a position in the Merit System to a position not included in the Merit System shall be restored to a position in the classification in the department from which the employee was promoted or transferred. A probationary employee who has been rejected or has resigned during probation shall not be restored to the eligible list from which the employee was certified unless the employee receives the affirmative recommendation from the appointing authority and is certified by the Human Resources Director whose decision is final. The Director of Human Resources shall not certify the name of a person restored to t he eligible list to the same appointing authority by whom the person was rejected from the same eligible list, unless such certification is requested in writing by the appointing authority. 17.7 Layoff During Probation. An employee who is laid off during probation, if reemployed in the same class by the same department, shall be required to complete only the balance of the required probation. If reemployed in another department or in another classification, the employee shall serve a full probationary period. An employee appointed to a permanent position from a layoff or reemployment list is subject to a probation period if the position is in a department other than the department from which the employee separated, displaced, or voluntarily demoted in lieu of layoff. An appointment from a layoff or reemployment list is not subject to a probation period if the position is in the department from which the employee separated, displaced or voluntarily demoted in lieu of layoff. SECTION 18 - PROMOTION DAIA - 46 - 2019 – 2023 MOU 17.8 Rejection During Probation of Laid Off Employee. An employee who has achieved permanent status in the class before layoff and who subsequently is appointed from the layoff list shall begin a new probation period if subsequently certified and appointed in a different department or classification than that from which the employee was laid off. If the employee is rejected during the probation period, the employee shall be automatically restored to the layoff list, unless discharged for cause, if the rejection occurs within the employee's period of layoff eligibility. SECTION 18 - PROMOTION 18.1 Competitive Exam. Promotion shall be by competitive examination unless otherwise provided in this MOU. 18.2 Promotion Policy. The Director of Human Resources, upon request of an appointing authority, shall determine whether an examination is to be called on a promotional basis. 18.3 Open Exam. If an examination for one of the classes represented by the Association is proposed to be announced on an Open Only basis the Director of Human Resources shall give five (5) days prior notice of such proposed announcement and shall meet at the request of the Association to discuss the reasons for such open announcement. 18.4 Promotion Via Reclassification Without Examination. Notwithstanding other provisions of this Section, an employee may be promoted from one classification to a higher classification and his/her position reclassified at the request of the appointing authority and under the following conditions: a. An evaluation of the position(s) in question must show that the duties and responsibilities have significantly increased and constitute a higher level of work. b. The incumbent of the position must have performed at the higher level for one (1) year. c. The incumbent must meet the minimum education and experience requirements for the higher class. d. The action must have approval of the Human Resources Director. e. The Association approves such action. The appropriate rules regarding probationary status and salary on promotion are applicable. 18.5 Requirements for Promotional Standing. In order to qualify for an examination called on a promotional basis, an employee must have probationary or permanent status in the merit system and must possess the minimum qualifications for the class. Applicants will be admitted to promotional examinations only if the SECTION 19 - TRANSFER DAIA - 47 - 2019 – 2023 MOU requirements are met on or before the final filing date. If an employee who is qualified on a promotional employment list is separated from the merit system, except by layoff, the employee's name shall be removed from the promotional list. 18.6 Seniority Credits. Employees who have qualified to take promotional examinations and who have earned a total score, not including seniority credits, of seventy percent (70%) or more, shall receive, in addition to all other credits, five one- hundredths of one percent (.05%) for each completed month of service as a permanent County employee continuously preceding the final date for filing application for said examination. For purposes of seniority credits, leaves of absence shall be considered as service. Seniority credits shall be included in the final percentage score from which the rank on the promotional list is determined. No employee, however, shall receive more than a total of five percent (5%) credit for seniority in any promotional examination. 18.7 Physical Examination. County employees who are required as part of the promotional examination process to take a physical examination, shall do so on County time at County expense. SECTION 19 - TRANSFER 19.1 Conditions. The following conditions are required in order to qualify for transfer: a. The position shall be in the same class, or if in a different class shall have been determined by the Director of Human Resources to be appropriate for transfer on the basis of minimum qualifications and qualifying procedure; b. the employee shall have permanent status in the merit system and shall be in good standing; c. the appointing authority or authorities involved in the transaction shall have indicated their agreement in writing; d. the employee concerned shall have indicated agreement to the change in writing. e. the Director of Human Resources shall have approved the change. Notwithstanding the foregoing, transfer may also be accomplished thro ugh the regular appointment procedure provided that the individual desiring transfer has eligibility on a list for a class for which appointment is being considered. 19.2 Procedure. Any employee or appointing authority who desires to initiate a transfer may inform the Director of Human Resources in writing of such desire stating the reasons therefore. The Director of Human Resources shall, if he /she considers that the reasons are adequate and that the transfer will be for the good of the County service and the parties involved, inform the appointing authority or authorities concerned and the employee of the proposal and may take the initiative in accomplishing the transfer. SECTION 20 - RESIGNATIONS DAIA - 48 - 2019 – 2023 MOU SECTION 20 - RESIGNATIONS An employee's voluntary termination of service is a resignation. Written resignations shall be forwarded to the Human Resources Department by the appointing authority immediately upon receipt, and shall indicate the effective date of termination. Oral resignation shall be immediately confirmed by the appoint ing authority in writing to the employee and to the Human Resources Department and shall indicate the effective date of termination. 20.1 Resignation in Good Standing. A resignation giving the appointing authority written notice at least two (2) weeks in advance of the last date of service (unless the appointing authority requires a longer period of notice, or consents to the employee's terminating on shorter notice) is a resignation in good standing. 20.2 Constructive Resignation. A constructive resignation occurs and is effective when: a. An employee has been absent from duty for five (5) consecutive working days without leave, and; b. Five (5) more consecutive work days have elapsed without response by the employee after the mailing of a notice of resignation by the appointing authority to the employee at the employee's last known address. 20.3 Effective Resignation. A resignation is effective when delivered or spoken to the appointing authority, operative either on that date or another date specif ied. 20.4 Revocation. A resignation that is effective is revocable only by written concurrence of the employee and the appointing authority. 20.5 Coerced Resignations. a. Time Limit. A resignation which the employee believes has been coerced by the appointing authority may be revoked within seven (7) calendar days after its expression, by serving written notice on the Director of Human Resources and a copy on the appointing authority. b. Reinstatement. If the appointing authority acknowledges that the employee could have believed that the resignation was coerced, it shall be revoked and the employee returned to duty effective on the day following the appointing authority's acknowledgment without loss of seniority or pay. c. Contest. Unless, within seven (7) days of the receipt of the notice, the appointing authority acknowledges that the resignation could have been believed to be coerced, this question should be handled as an appeal to the Merit Board. In the alternative, the employee may file a written election with the Director of Human Resources waiving the employee's right of appeal to the Merit Board in favor of SECTION 21 - DISMISSAL, SUSPENSION, DEMOTION, TEMPORARY REDUCTION IN PAY & REDUCTION WITHIN CLASS DAIA - 49 - 2019 – 2023 MOU the employee's appeal rights under the grievance procedure contained in Section 22 – Grievance Procedure of the MOU beginning with Step C. d. Disposition. If a final decision is rendered that determines that the resignation was coerced, the resignation shall be deemed revoked and the employee returned to duty effective on the day following the decision but without loss of seniority or pay, subject to the employee's duty to mitigate damages. SECTION 21 - DISMISSAL, SUSPENSION, DEMOTION, TEMPORARY REDUCTION IN PAY & REDUCTION WITHIN CLASS 21.1 Cause for Action. The appointing authority may dismiss, suspend, demote, temporarily reduce the pay of, or reduce within class any employee for cause. The reduction in pay may not exceed five percent (5%) for a three (3) month period. The following are sufficient causes for such action; the list is indicative rather than inclusive of restrictions and dismissal, suspension, reduction or demotion may be based on reasons other than those specifically mentioned: a. absence without leave, b. conviction of any criminal act involving moral turpitude, c. conduct tending to bring the merit system and/or the Office of the District Attorney into disrepute, d. disorderly or immoral conduct, e. incompetence or inefficiency, f. insubordination, g. being at work under the influence of liquor or drugs, carrying onto the premises liquor or drugs or consuming or using liquor or drugs during work hours and/or on County premises, h. neglect of duty, (i.e. non-performance of assigned responsibilities), i. negligent or willful damage to public property or waste of public supplies or equipment, j. violation of any lawful or reasonable regulation or order given by a Supervisor or Department Head, k. willful violation of any of the provisions of the Merit System Ordinance or Personnel Management Regulations, SECTION 21 - DISMISSAL, SUSPENSION, DEMOTION, TEMPORARY REDUCTION IN PAY & REDUCTION WITHIN CLASS DAIA - 50 - 2019 – 2023 MOU l. material and intentional misrepresentation or conceal ment of any fact in connection with obtaining employment, m. misappropriation of County funds or property, n. unreasonable failure or refusal to undergo any physical, medical, and/or psychiatric exam and/or treatment authorized by this MOU, o. dishonesty or theft, p. excessive or unexcused absenteeism and/or tardiness, q. sexual harassment, including but not limited to unwelcome sexual advances, requests for sexual favors, and other verbal, or physical conduct of a sexual nature, when such conduct has the purpose or effect of affecting employment decisions concerning an individual, or unreasonably interfering with an individual's work performance, or creating an intimidating and hostile working environment. 21.2 Skelly Requirements - Notice of Proposed Action (Skelly Notice). Before taking a disciplinary action to dismiss, suspend, for more than five (5) work days (four (4) work days for employees on 4/10 work week), demote, temporarily reduce the pay of, or reduce within class an employee, the appointing authority shall cause to be served personally or by certified mail, on the employee, a Notice of Proposed Action, which shall contain the following: a. A statement of the action proposed to be taken. b. A copy of the charges; including the acts or om issions and grounds upon which the action is based. c. If it is claimed that the employee has violated a rule or regulation of the County, department or district, a copy of said rule shall be included with the notice. d. A statement that the employee may review and request copies of materials upon which the proposed action is based. e. A statement that the employee has seven (7) calendar days to respond to the appointing authority either orally or in writing. 21.3 Employee Response. The employee upon whom a Notice of Proposed Action has been served shall have seven (7) calendar days to respond to the appointing authority either orally or in writing before the proposed action may be taken. Upon request of the employee and for good cause, the appointing a uthority may extend in writing the period to respond. If the employee's response is not filed within seven (7) days or during any extension, the right to respond is lost. SECTION 22 - GRIEVANCE PROCEDURE DAIA - 51 - 2019 – 2023 MOU 21.4 Leave Pending Employee Response. Pending response to a Notice of Proposed Action within the first seven (7) days or extension thereof, the appointing authority for cause specified in writing may place the employee on temporary leave of absence, with pay. 21.5 Suspensions Without Pay. Suspensions without pay shall not exceed thirty (30) days unless ordered by an arbitrator, an adjustment board or the Merit Board. The thirty (30) day limit does not apply to suspension due to pending criminal charges as provided in 21.6 below. 21.6 Procedure on Dismissal, Suspension, Reduction Within Class, Temporary Reduction in Pay, or Disciplinary Demotion. a. In any disciplinary action to dismiss, suspend, reduce within class, temporarily reduce the pay of, or demote an employee having permanent status in a position in the merit system after having complied with the Skelly requirements where applicable, the appointing authority shall make an order in writing stating specifically the causes for the action. b. Service of Order. Said order of dismissal, suspension, reduction within class, temporary reduction of pay, or demotion shall be filed with the Director of Human Resources, showing by whom and the date a copy was served upon the employee to be dismissed, suspended, reduced within class or demoted, either personally or by certified mail to the employee's last known mailing address. The order shall be effective either upon personal service or deposit in the U.S. Postal Service. c. Employee Appeals from Order. The employee may appeal an order of dismissal, suspension, demotion, temporary reduction of pay, or reduction within class either to the Merit Board or through the procedures of Section 22 - Grievance Procedure of this MOU provided that such appeal is filed in writing with the Human Resources Director within ten (10) calendar days after service of said order. An employee may not both appeal to the Merit Board and file a grievance under Section 22 of this MOU. SECTION 22 - GRIEVANCE PROCEDURE 22.1 Definition. A grievance is any dispute which involves the interpretation or application of any provision of this MOU excluding, however, those provisions of this MOU which specifically provide that the decision of any County official shall be final, the interpretation or application of those provisions not being subject to the grievance procedure. The Association may represent the employee at any stage of the process. Grievances must be filed within thirty (30) days of the incident or occurrence about which the employee claims to have a grievance and shall be processed in the following manner: Step 1. Any employee or group of employees who believes that a provision of this MOU has been misinterpreted or misapplied to his/her detriment shall discuss the complaint SECTION 22 - GRIEVANCE PROCEDURE DAIA - 52 - 2019 – 2023 MOU with the employee's immediate supervisor, who shall meet with the employee within five (5) days of receipt of a written request to hold such meeting. Step 2. If a grievance is not satisfactorily resolved in Step 1 above, the employee may submit the grievance in writing within ten (10) work days to such management official as the Department Head may designate. This formal written grievance shall state which provision of the MOU has been misinterpreted or misapplied, how misapplication or misinterpretation has affected him/her to his/her detriment, and the redress he/she seeks. A copy of each written communication on a grievance shall be filed with the Employee Relations Officer or his/her designee. The Department Head or his/her designee shall have ten (10) work days in which to respond to the grievance in writing. Step 3. If a grievance is not satisfactorily resolved in Step 2 above, the employee may appeal in writing within seven (7) work days to the Employee Relations Officer or his/her designee. The Employee Relations Officer or his/her designee shall have twenty (20) work days in which to investigate the merit of the complaint and to meet with the Department Head and the employee and attempt to settle the grievance and respond in writing. Step 4. No grievance may be processed under this Step 4 which has not first been filed and investigated in accordance with Step 3 above and filed within seven (7) work days of the written response of the Employee Relations Officer or his/her designee. If the parties are unable to reach a mutually satisfactory accord on any grievance which arises and is presented during the term of this MOU, such grievance shall be submitted in writing within seven (7) work days to an Adjustment Board comprised of three (3) Association representatives, no more than two (2) of whom shall be either an employee of the County or an elected or appointed official of the Association presenting this grievance, and three (3) representatives of the County, no more than two (2) of whom shall be either an employee of the County or a member of the staff or an organization employed to represent the County in the meeting and conferring process. The Adjustment Board shall meet and render a decision within twenty (20) work days of receipt of the written request. Step 5. If an Adjustment Board is unable to arrive at a majority decision, either the employee (or the County, when alleging a violation of Section 22.5) may require that the grievance be referred to an impartial arbitrator who shall be designated by mutual agreement between the employee and the Employee Relations Officer or his/her designee. Such request shall be submitted within twenty (20) work days of the rendering of the Adjustment Board decision. Within twenty (20) days of the request for arbitration the parties shall mutually select an arbitrator. The fees and expenses of the arbitrator and of the Court Reporter shall be shared equally by the employee and the County. Each party, however, shall bear the costs of its own presentation, including preparation and post hearing briefs, if any. 22.2 Time Limits. The time limits specified above may be waived by mutual agreement of the parties to the grievance. If the County fails to meet the time limits specified in steps 1 through 3 above, the grievance will automatically move to the next step. If an employee fails to m eet the time limits specified in steps 1 through 4 above, the grievance will be deemed to have been settled and withdrawn. SECTION 22 - GRIEVANCE PROCEDURE DAIA - 53 - 2019 – 2023 MOU 22.3 Notice. An official, with whom a formal grievance is filed by a grievant who is included in a unit represented by the Associat ion, but is not represented by the Association in the grievance, shall give the Association a copy of the formal presentation. 22.4 Compensation Complaints. All complaints involving or concerning the payment of compensation shall be initially filed in writing with the Employee Relations Officer or his/her designee. Only complaints which allege that employees are not being compensated in accordance with the provisions of this MOU shall be considered as grievances. Any other matters of compensation are to be resolved in the meeting and conferring process, if not detailed in the MOU which results from such meeting and conferring process shall be deemed withdrawn until the meeting and conferring process is next opened for such discussion. No adjustment shall be retroactive for more than two (2) years from the date upon which the complaint was filed. No change in this MOU or interpretations thereof (except interpretations resulting from Adjustment Board proceedings hereunder) will be recognized unless agreed to by the County and the Association. 22.5 Strike/Work Stoppage. During the term of this MOU, the Association, its members and representatives, agree that it and they will not engage in, authorize, sanction, or support any strike, slowdown, stoppage of work, sickout, or refuse to perform customary duties. 22.6 Merit Board. a. All grievances of employees in representation units represented by the Association shall be processed under Section 22 unless the employee elects to apply to the Merit Board on matters within its jurisdiction. b. No action under Step 3 and Step 4 of Subsection 22.1 above shall be taken if action on the complaint or grievance has been taken by the Merit Board, or if the complaint or grievance is pending before the Merit Board. 22.7 Filing by Association. The Association may file a grievance at Step 3 on behalf of affected employees when action by the County Administrator or the Board of Supervisors violates a provision of this MOU. SECTION 23 - RETIREMENT DAIA - 54 - 2019 – 2023 MOU SECTION 23 - RETIREMENT 23.1 Payment of Employee Contributions. Effective on April 1, 2012, employees are responsible for the payment of one hundred percent (100%) of the employees’ basic retirement benefit contributions determined annually by the Board of Retirement of the Contra Costa County Employees’ Retirement Association without the County paying any part of the employees’ contribution. Employees are also responsible for the payment of the employees’ contributions to the retirement cost of living program as determined annually by the Board of Re tirement without the County paying any part of the employees’ contributions. 23.2 Safety Employees Retirement – Tier A - Employees Hired or Re-hired Before January 1, 2013. For County employees hired or re-hired by the County before January 1, 2013, or who are hired after that date but are not new members under PEPRA, and who are safety members of CCCERA, the retirement formula shall be “3 percent at 50.” The cost of living adjustment (COLA) to the retirement allowance shall not exceed three percent (3%) per year. The employee’s final compensation shall be calculated based on a twelve (12) month salary average. This retirement benefit is known as Tier A. Effective July 1, 2012, each such employee in Tier A shall pay three percent (3%) of his/her retirement base to pay part of the employer’s contribution for the cost of this retirement benefit. “Retirement base” means base salary and other payments, such as salary differential and flat rate pay allowances, used to compute retirement benefits. Effective June 30, 2016, the payment of the 3% that the employee pays of his/her retirement base to pay part of the employer’s contribution for the cost of Safety Tier A will cease. 23.3 Thirty (30) Year Employees. Through the term of this Memorandum of Understanding and any extensions thereof, an Association member with credit for more than 30 years of continuous service as a safety member shall not make payments from his/her retirement base to pay part of the employer’s contribution for the cost of Safety Tier A. 23.4 Safety Retirement Benefit – Sworn Employees who become New Members of CCCERA on or after January 1, 2013. A. For sworn employees who, under PEPRA, become safety New Members of the Contra Costa County Employee Retirement Association (CCCERA) on or after January 1, 2013, retirement benefits are governed by the California Public Employees Pension Reform Act of 2013 (PEPRA), (Chapters 296, 297, Statutes of 2012). To the extent this Agreement conflicts with any provision of PEPRA, PEPRA will govern. B. PEPRA Safety Option Plan Two (2.7% @ 57) applies to these employees who, under PEPRA, become New Members of CCCERA. For these employees, the cost of living adjustment to the retirement allowance will not exceed two percent (2%) per year, and the cost of living adjustment will be banked. SECTION 24 - SAFETY DAIA - 55 - 2019 – 2023 MOU 23.5 Re-opener – Election of Safety PEPRA Tier by Employees Hired on or Before December 31, 2012. If either the Internal Revenue Service issues guidance acceptable to both parties, or the County receives a Private Letter Ru ling from the IRS that protects the County and DAIA members hired prior to January 1, 2013 , from additional tax liability if these employees have the opportunity to elect to enter the new Safety PEPRA Tier, then the County and the Association agree to reope n this agreement to meet and confer on 1) the possibility of allowing these employees to elect to enter the Safety Retirement PEPRA Tier , 2) seeking State Legislation to authorize these employees to make such an election, and 3) the process by which these employees would be able to elect to enter the Safety PEPRA Tier if the enabling legislation is enacted. Any changes to this agreement in these subject matter areas will occur only upon the written agreement of the parties. SECTION 24 - SAFETY The County shall expend every effort to see to it that the work performed under the terms and conditions of this MOU is performed with a maximum degree of safety consistent with the requirement to conduct efficient operations. SECTION 25 - MILEAGE The mileage allowance for the use of personal vehicles on County business shall be paid according to the rates allowed by the Internal Revenue Service and shall be adjusted to reflect changes in this rate on the date it becomes effective or the first of the month following announcement of the changed rate by the Internal Revenue Service, whichever is later. SECTION 26 - PAY WARRANT ERRORS If an employee receives a pay warrant which has an error in the amount of compensation to be received and if this error occurred a s a result of a mistake by the Auditor-Controller's Department, it is the policy of the Auditor-Controller's Department that the error will be corrected and a new warrant issued within forty-eight (48) hours, exclusive of Saturdays, Sundays and holidays from the time the department is made aware of and verifies that the pay warrant is in error. Pay errors discovered by the County in employee pay shall be corrected as soon as possible as to current pay rate but that no recovery of either overpayments or underpayments to an employee shall be made retroactively except for the six (6) month period immediately preceding discovery of the pay error. This provision shall apply regardless of whether the error was made by the employee, the appointing authority or designee, the Director of Human Resources or designee, or the Auditor -Controller or designee. Recovery of fraudulently accrued over or underpayments are excluded from this section for both parties. SECTION 27 - PERSONNEL FILES DAIA - 56 - 2019 – 2023 MOU A repayment schedule will be no longer than three times (3) the length of time the overpayment occurred. SECTION 27 - PERSONNEL FILES An employee shall have the right to inspect and review any official record(s) relating to his/her performance as an employee or to a grievance concerning the employee which is kept or maintained by the County in the employee's personnel file in the Human Resources Department or in the employee's personnel file in their department. The contents of such records shall be made available to the employee for inspection and review at reasonable intervals during the regular business hours of the County. The County shall provide an opportunity for the employee to respond in writing to any information which is in the employee's personnel file about which he/she disagrees. Such response shall become a permanent part of the employee's personnel record. The employee shall be responsible for providing the written responses to be included as part of the employee's official personnel file. This section does not apply to the records of an employee relating to the investigation of a possible criminal offense, medical records and information or letters of reference. All documents pertaining to disciplinary actions shall be placed in an official personnel file maintained by the Human Resources De partment or in an official personnel file maintained by their department. Copies of written reprimands or memoranda pertaining to an employee's unsatisfactory performance which are to be placed in the employee's personnel file shall be given to an employe e who shall have the right to respond in writing to said documents. Letters of Reprimand are subject to the grievance procedure but shall not be processed past Step 3 unless said letters are used in a subsequent discharge, suspension, reduction within class or demotion of the employee. Copies of letters of commendation which are to be placed in the employee's personnel file will be given to the employee. Employees have the right to review their official personnel files which are maintained in the Human Resources Department or by their department. In a case involving a grievance or disciplinary action, the employee's designated representative may also review his/her personnel file with specific written authorization from the employee. SECTION 28 - SERVICE AWARDS The County shall continue its present policy with respect to service awards including time off; provided, however, that the type of award given shall be at the sole discretion of the County. SECTION 29 - REIMBURSEMENT FOR MEAL EXPENSES Employees shall be reimbursed for meal expenses under the following circumstances and in the amount specified: SECTION 30 - COMPENSATION FOR LOSS OR DAMAGE TO PERSONAL PROPERTY DAIA - 57 - 2019 – 2023 MOU a. When the employee is required to be out of his/her regular or normal work area during a meal hour because of a particular work assignment and with pr ior approval of the Department Head or his/her designee. b. When the employee is required to stay over to attend consecutive or continuing afternoon and night sessions of a Board or Commission. c. When the employee is required to incur expenses as host f or official guests of the County, work as members of examining boards, official visitors, and speakers or honored guests at banquets or other official functions. d. When the employee is required to work three (3) or more hours of overtime; in this case he/she may be reimbursed in accordance with the Administrative Bulletin on Expense Reimbursement. Meal costs will be reimbursed only when eaten away from home or away from the facility in the case of employees at 24-hour institutions. Procedures and definitions relative to reimbursement for meal expenses shall be in accordance with the Administrative Bulletin on Expense Reimbursement. SECTION 30 - COMPENSATION FOR LOSS OR DAMAGE TO PERSONAL PROPERTY The loss or damage to personal property of employees is subject to reimbursement under the following conditions: a. The loss or damage must result from an event which is not normally encountered or anticipated on the job and which is not subject to the control of the employee. b. Ordinary wear and tear of personal property used on the job is not compensable. c. Employee tools or equipment provided without the express approval of the Department Head and automobiles are excluded from reimbursement. d. The loss or damage must have occurred in the line of duty. e. The loss or damage was not a result of negligence or lack of proper care by the employee. f. The personal property was necessarily worn or carried by the employee in order to adequately fulfill the duties and requirements of the job. g. The loss or damage to an employee's dentures or other prosthetic devices did not occur simultaneously with a job connected injury covered by workers' compensation. SECTION 31 - UNFAIR LABOR PRACTICE DAIA - 58 - 2019 – 2023 MOU h. The amount of reimbursement shall be limited to the actual cost to repair damages. Reimbursement for items damaged beyond repair shall be limited to the actual value of the item at the time of loss or damage but not more than the original cost. I. The burden of proof of loss rests with the employee. j. Claims for reimbursement must be processed in acco rdance with the Administrative Bulletin on Compensation for Loss or Damage to Personal Property. SECTION 31 - UNFAIR LABOR PRACTICE Either the County or the Association may file an unfair labor practice as defined in Chapter 34-22 of the Board of Supervisors Resolution 81/1165 against the other. Allegations of an unfair labor practice, if not resolved in discussions between the parties, may be heard by a mutually agreed upon impartial third party. SECTION 32 - LENGTH OF SERVICE DEFINITION (for service awards and vacation accruals) The length of service credits of each employee of the County shall date from the beginning of the last period of continuous County employment (including temporary, provisional, and permanent status, and absences on approved leave of absence). When an employee separates from a permanent position in good stand ing and within two (2) years is reemployed in a permanent County position, or is reemployed in a permanent County position from a layoff list within the period of layoff e ligibility, service credits shall include all credits accumulated at time of separation, but shall not include the period of separation. The Human Resources Director shall determine these matters based on the employee status records in the Human Resources Department. SECTION 33 - PERMANENT PART-TIME EMPLOYEE BENEFITS Permanent part-time employees receive prorated vacation and sick leave benefits. They are eligible for health, dental and life insurance benefits at corresponding premium rates providing they work at least fifty percent (50%) of full time. If the employee works at least fifty percent (50%) of full time, County retirement participation is also included. SECTION 34 - PERMANENT-INTERMITTENT EMPLOYEE BENEFITS Permanent-intermittent employees are eligible for prorated vacation and sick leave benefits. SECTION 35 - PROFESSIONAL REIMBURSEMENT DAIA - 59 - 2019 – 2023 MOU SECTION 35 - PROFESSIONAL REIMBURSEMENT The County agrees to reimburse employees in the District Attorney Investigators' Unit for actual cost of membership dues in job -related professional associations, job-related equipment, professional publications, training and software and hardware from a standardized County approved list provided each employee in the District Attorney Investigators' Unit complies with the provisions of the Computer Use and Security Policy adopted by the Board of Supervisors. Effective January 1, 2007, the maximum amount will be increased to three-hundred dollars ($300) per calendar year. Effective January 1, 2020, the maximum amount will be increased to six hundred dolla rs ($600) per calendar year. Reimbursement in the amount prescribed above will be processed upon presentation of a verified receipt to the Auditor-Controller's Office showing payment of annual membership dues in job-related professional associations, or purchase of job-related equipment, professional publications, training or software and hardware and evidence of supervisor approval. Any unused accrual may be carried forward to the next calendar year up to eight hundred dollars ($800). SECTION 36 - SAFETY EQUIPMENT a.The County agrees to continue to provide newly hired Inspectors with all required safety equipment. Said equipment shall remain the property of the County; b.Safety equipment owned by the County deemed unserviceable by the District Attorney or his/her authorized representative shall be turned over to the County and a replacement shall be furnished by the District Attorney or his/her authorized representative; c.The provisions of this replacement program do not apply to safety equipment damaged or otherwise rendered unserviceable as a result of employee negligence, subject to the provisions of Section 3802 of the California Labor Code; d.The District Attorney or his/her designated representative retains the right to render final decisions on the serviceability of safety equipment. e.The District Attorney's Office will provide District Attorney Inspectors and Senior District Attorney Inspectors an appropriate "turn out" jacket. SECTION 37 - DEPENDENT CARE DAIA - 60 - 2019 – 2023 MOU SECTION 37 - DEPENDENT CARE a. Dependent Care Information & Referral Service. The County will administer an Information & Referral Service through the Contra Costa Child Care Council for the duration of this MOU. b. Dependent Care Salary Contribution. Subject to the applicable provisions of the Internal Revenue Service, employees may contribute up to $5,000 each calendar year from their salaries for approved dependent care; only eligible employees may contribute for such expenses; there is no County contribution for dependent care. Reimbursements are made on a monthly basis subject to submission of itemized statements, adequate accumulation of the salary contribution, proof of payment, and applicable County administrative procedures. SECTION 38 - BILINGUAL PAY A salary differential shall be paid incumbents of positions requiring bilingual proficiency as designated by the appointing authority and Director of Human Resources. The differential shall be one hundred nine dollars ($109) per month effective the first of the month following the month this Memorandum of Understanding is adopted by the Board of Supervisors. Said differential shall be paid to eligible employees in paid status for any portion of a given month. Designation of positions for which bilingual proficiency is required is the sole prerogative of the County. If during the term of this MOU, the County increases the Bilingual Pay for other bargaining units, the County will extend that increase to the DAIA bargaining unit members. The increase will be implemented on prospective basis only and will not be subject to retroactivity. SECTION 39 - ADOPTION The provisions of this MOU shall be made applicable on the dates indicated and upon approval by the Board of Supervisors. Resolutions and Ordinances, where necessary, shall be prepared and adopted in order to implement these provisions. It is understood that where it is determined that an Ordinance is required to implement any of the foregoing provisions, said provisions shall become effective upon the first day of the month following thirty (30) days after such Ordinance is adopted. SECTION 40 - SCOPE OF AGREEMENT & SEPARABILITY OF PROVISION DAIA - 61 - 2019 – 2023 MOU SECTION 40 - SCOPE OF AGREEMENT & SEPARABILITY OF PROVISION 40.1 Scope of Agreement. Except as otherwise specifically provided herein, this MOU fully and completely incorporates the understanding of the parties hereto and constitutes the sole and entire agreement between the parties in any and all matters subject to meet and confer. Any past side letters or any other agreements that are not incorporated into or attached to this MOU are deemed expired upon approv al of this MOU by the Board of Supervisors. The Association understands and agrees that the County is not obligated to meet and confer regarding wages, hours or conditions of employment during the term of this extended agreement, except as otherwise required by law. 40.2 Separability of Provisions. Should any section, clause or provision of this MOU be declared illegal, unlawful or unenforceable, by final judgment of a court of competent jurisdiction, such invalidation of such section, clause or provisio n shall not invalidate the remaining portions hereof, and such remaining portions shall remain in full force and effect for the duration of this MOU. 40.3 Personnel Management Regulations. Where a specific provision contained in a section of this MOU conflicts with a specific provision contained in a section of the Personnel Management Regulations, the provision of this MOU shall prevail. It is recognized, however, that certain provisions of the Personnel Management Regulations may be supplementary to the provisions of this MOU or deal with matters not within the scope of representation and as such remain in full force and effect. 40.4 Duration of Agreement. This Agreement will continue in full force and effect from July 1, 2019 to and including June 30, 2023. Said Agreement shall automatically renew from year to year thereafter unless either party gives written notice to the other prior to sixty (60) days from the aforesaid termination date of its intention to amend, modify or terminate the Agreement. DISTRICT ATTORNEY INVESTIGATORS’ ASSOCIATION ATTACHMENTS ATTACHMENT A CLASS & SALARY LISTING ATTACHMENT B PROJECT POSITIONS ATTACHMENT A Job Code Class Title Flex Staff (F) / Deep Class (D)From To 6KVA DA SR INSPECTOR $8,293.27 $11,480.60 All classes are designated as safety Salary Range District Attorney Investigators' Association CLASS AND SALARY LISTING Effective 7/1/2019 Page 1 of 1 ATTACHMENT B Page 1 of 5 DISTRICT ATTORNEY INVESTIGATORS’ ASSOCIATION SUBJECT INDEX Accrual During Leave Without Pay (Sick Leave) ............................................... 31 Accrual During Leave Without Pay (Vacation Leave) ........................................ 23 Accrual on Prorated Basis ................................................................................. 24 Administration of Sick Leave ............................................................................. 27 Adoption ............................................................................................................ 60 Advance Notice ................................................................................................... 5 Anniversary Dates ............................................................................................... 8 Appeal of Denial ................................................................................................ 36 Assignment of Classes to Bargaining Units ......................................................... 5 Association Recognition ...................................................................................... 4 Association Representatives ............................................................................... 7 Association Security ............................................................................................ 4 Attendance at Meetings ....................................................................................... 6 Automated Time Keeping .................................................................................. 22 Bilingual Pay ...................................................................................................... 60 CalPERS Health Plan Monthly Premium Subsidy ............................................. 38 Cause for Action ................................................................................................ 49 Cell Phones ....................................................................................................... 16 Coerced Resignations ....................................................................................... 48 Communicating With Employees ......................................................................... 4 Compensation Complaints ................................................................................ 53 Compensation for Loss or Damage to Personal Property ................................. 57 Compensation for Portion of Month ................................................................... 10 Competitive Exam ............................................................................................. 46 Conditions ......................................................................................................... 47 Constructive Resignation ................................................................................... 48 Contra Costa Health Plan (CCHP) .................................................................... 38 County Dental Plan Premium Subsidy On and After January 1, 2016 ............... 39 Court Appearance Overtime .............................................................................. 16 Credits to and Charges Against Sick Leave ...................................................... 24 Days and Hours of Work ................................................................................... 13 Definition (Grievance Procedure) ...................................................................... 51 Definitions ............................................................................................................ 2 Definitions (Days and Hours of Work) ............................................................... 13 Dental Plan ........................................................................................................ 39 Dependent Care ................................................................................................ 60 Dependent Care Assistance Program ............................................................... 43 Disability ............................................................................................................ 27 Page 2 of 5 Dismissal, Suspension, Demotion, Temporary Reduction In Pay & Reduction Within Class ...................................................... 49 Dual Coverage ................................................................................................... 42 Dues Deduction ................................................................................................... 4 Duration (Probationary Period) .......................................................................... 43 Duration of Agreement ...................................................................................... 61 Effective Resignation ......................................................................................... 48 Employee Response ......................................................................................... 51 Entrance Salary ................................................................................................... 8 Extended Coverage ........................................................................................... 41 Family and Medical Leave Act (FMLA) and/or California Family Rights Act (CFRA) ............................................................................................. 32 Filing by Association .......................................................................................... 53 Furlough Days Without Pay ............................................................................... 36 General Administration – Leaves of Absence .................................................... 31 General Wages .................................................................................................... 7 Grievance Procedure ......................................................................................... 51 Group Health Plan Coverage ............................................................................. 34 Health Benefit Coverage for Employees Not Otherwise Covered ...................... 43 Health Care Spending Account ......................................................................... 42 Health Plan ........................................................................................................ 38 Holiday is WORKED and Holiday Falls on Regularly Scheduled Work Day (for employees on a Regular Work Schedule, the Holiday always falls on the employees regularly scheduled Work day) .................................................. 22 Holidays ............................................................................................................. 21 Holidays Observed ............................................................................................ 21 Holidays Observed – Full-Time Employees ....................................................... 22 Holidays Observed – Part-Time Employees ...................................................... 22 Increments Within Range .................................................................................... 9 Integration of SDI ............................................................................................... 31 Jury Duty ........................................................................................................... 37 Jury Duty and Witness Duty .............................................................................. 36 Layoff During Probation ..................................................................................... 45 Leave of Absence .............................................................................................. 31 Leave Pending Employee Response ................................................................. 51 Leave Without Pay ............................................................................................ 31 Leave Without Pay – Use of Accruals ............................................................... 34 Length of Probationary Period ........................................................................... 44 Page 3 of 5 Length of Service Definition (for service awards and vacation accruals) ........... 58 Life Insurance Benefit Under Health and Dental Plans ...................................... 41 Life Insurance Contributions .............................................................................. 41 Medical, Dental, and Life Insurance .................................................................. 38 Merit Board ........................................................................................................ 53 Mileage .............................................................................................................. 55 Military Leave .................................................................................................... 35 No Discrimination ................................................................................................ 6 Notice (Grievance Procedure) ........................................................................... 53 Notice (Seniority, Workforce Reduction, Layoff & Reassignment) ..................... 20 Official Representatives ....................................................................................... 6 On-Call/Call Back .............................................................................................. 16 Open Exam........................................................................................................ 46 Orthodontia Coverage ....................................................................................... 40 Overtime ............................................................................................................ 14 Overtime and Compensatory Time .................................................................... 14 Overtime And Straight Time Compensatory Time ............................................. 14 Part-Time Compensation ..................................................................................... 9 Payment ............................................................................................................ 13 Payment of Employee Contributions ................................................................. 54 Pay for Work in Higher Classification ................................................................ 12 Pay Warrant Errors ............................................................................................ 55 Permanent Part-Time Employee Benefits ......................................................... 58 Permanent-Intermittent Employee Benefits ....................................................... 58 PERS Long Term Care ...................................................................................... 42 Personnel Files .................................................................................................. 56 Personnel Management Regulations ................................................................. 61 Physical Examination ........................................................................................ 47 Policies Governing the Use of Paid Sick Leave ................................................. 24 Position Reclassification .................................................................................... 10 Pregnancy Disability Leave ............................................................................... 34 Premium Conversion Plan ................................................................................. 43 Premium Payments ........................................................................................... 41 Prevailing Section .............................................................................................. 43 Probation Periods Over Six Months ................................................................... 43 Probationary Period ........................................................................................... 43 Procedure .......................................................................................................... 47 Procedure on Dismissal, Suspension, Reduction Within Class, Temporary Reduction in Pay, or Disciplinary Demotion .................................... 51 Professional Reimbursement............................................................................. 59 Page 4 of 5 Promotion .......................................................................................................... 46 Promotion Policy ................................................................................................ 46 Promotion Via Reclassification Without Examination ........................................ 46 Purpose of Sick Leave ....................................................................................... 24 Rate Information ................................................................................................ 40 Reassignment of Laid Off Employees ............................................................... 21 Regular Appointment ......................................................................................... 45 Regular Work Schedule ..................................................................................... 13 Reimbursement for Meal Expenses ................................................................... 56 Rejection During Probation ................................................................................ 44 Rejection During Probation of Laid Off Employee ............................................. 46 Release Time for Training ................................................................................... 7 Re-opener – Election of Safety PEPRA Tier By Employee’s Hired on or Before December 31, 2012 ............................................................. 55 Requirements for Promotional Standing ............................................................ 46 Resignation in Good Standing ........................................................................... 48 Resignations ...................................................................................................... 48 Retirement ......................................................................................................... 54 Retirement Coverage ........................................................................................ 41 Return From Leave of Absence ......................................................................... 35 Revised Probationary Period ............................................................................. 44 Revocation......................................................................................................... 48 Safety ................................................................................................................ 55 Safety Employees Retirement – Tier A – Employee’s Hired Or Re-Hired Before January 1, 2013 ....................................................... 54 Safety Equipment .............................................................................................. 59 Safety Retirement Benefit-Sworn Employees who become New Members of CCCERA on or after January 1, 2013 ................................... 54 Salaries ............................................................................................................... 7 Salary on Involuntary Demotion ......................................................................... 11 Salary on Promotion .......................................................................................... 11 Salary on Voluntary Demotion ........................................................................... 11 Salary Reallocation & Salary on Reallocation ................................................... 10 Salary Review While on Leave of Absence ....................................................... 36 Scope of Agreement .......................................................................................... 61 Scope of Agreement & Separability of Provision ............................................... 61 Seniority Credits ................................................................................................ 47 Seniority, Workforce Reduction, Layoff & Reassignment .................................. 17 Separability of Provisions .................................................................................. 61 Separation Through Layoff ................................................................................ 18 Service Awards .................................................................................................. 56 Sick Leave ......................................................................................................... 24 Skelly Requirements – Notice of Proposed Action (Skelly Notice) .................... 50 Special Employment Lists ................................................................................. 21 Straight Time Pay .............................................................................................. 14 Strike/Work Stoppage ........................................................................................ 53 Suspensions Without Pay .................................................................................. 51 Page 5 of 5 Thirty (30) Year Employees (Retirement) .......................................................... 54 Time Limits (Grievance Procedure) ................................................................... 52 Time Reporting and Pay Practices Waiver ........................................................ 13 Time Reporting/Time Stamping ......................................................................... 14 Transfer ............................................................................................................. 47 Transfer (Salaries) ............................................................................................. 12 Unauthorized Absence ...................................................................................... 36 Unfair Labor Practice ......................................................................................... 58 Use of County Buildings ...................................................................................... 5 Vacation Accrual Rates ..................................................................................... 23 Vacation Allowance ........................................................................................... 22 Vacation Allowance for Separated Employees .................................................. 24 Vacation Leave .................................................................................................. 22 Vacation Leave on Reemployment from a Layoff List ....................................... 24 Voluntary Vision Plan ........................................................................................ 43 Witness Duty ..................................................................................................... 37 Workers’ Compensation .................................................................................... 30 Workforce Reduction ......................................................................................... 17 Workweek for Employees on Regular Work Schedule ...................................... 13 RECOMMENDATION(S): APPROVE and AUTHORIZE the Chair, Board of Supervisors, to execute Amendment No. 1 to Agreement No. 454 with the Contra Costa Transportation Authority (CCTA), to increase the maximum compensation paid to Contra Costa County (County) by $10,000 to a new total of $53,000, effective April 17, 2019, as recommended by the Public Works Director, I-680 Corridor area. Project No. 4660-6X4172 DIRECT the Real Estate staff of the Public Works Department to deliver fully executed copies of Amendment No. 1 to CCTA. FISCAL IMPACT: 100% Contra Costa Transportation Authority Funds. BACKGROUND: CCTA requires a variety of right of way services related to the I-680 North Express Lanes Project but have no right of way staff and has contracted with the County for these services. On November 15, 2016, the Board of Supervisors approved the original agreement between APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jessica Dillingham, 925-957-2453 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: May 7, 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:May 7, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE an amendment to Contra Costa Transportation Authority Agreement No. 454 for the I-680 North Express Lanes Project. BACKGROUND: (CONT'D) the County and CCTA. Additional funds from CCTA are required for the County to provide the necessary right of way services under the agreement and to provide the additional services identified in the attached Amendment No. 1. Accordingly, this amendment expands the total agreement value by $10,000 for a total agreement value of $53,000, including the contingency value of $8,500. The County will complete right of way certification, assign two utility easements, and file close outs for the project. CONSEQUENCE OF NEGATIVE ACTION: CCTA will not be able to contract for the County’s right of way services and will not meet the terms of the agreement. AGENDA ATTACHMENTS CCTA Agreement MINUTES ATTACHMENTS Signed: CCTA Agreement RECOMMENDATION(S): APPROVE the Pinehurst Road Sinkhole and Culvert Repair Project (Project) and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Canyon area. [County Project No. 0672-6U6202/Federal Project No. ER-32L0 (517), DCD-CP#18-09] (District II) DETERMINE the Project is a California Environmental Quality Act (CEQA), Class 1(c) Categorical Exemption, pursuant to Article 19, Section 15301 of the CEQA Guidelines, and 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: $660,000. (60% Federal Damage Assessment Funds and 40% Local Road Funds) APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Matt Kawashima 925-313-2161 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Ave Brown - Environmental Division Manager, Matt Kawashima C. 2 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:APPROVE the Pinehurst Road Sinkhole and Culvert Repair Project and take related actions under CEQA. BACKGROUND: The purpose of this Project is to repair a 72-inch culvert and sinkhole beneath Pinehurst Road that was heavily damaged during the 2017 rainy season. The Project will return the road to satisfactory condition and ensure that storm drainage is conveyed through the culvert. Work will be done during the summer season when the creek is dry or has minimal flow. Construction will take approximately 25 working days. Temporary road closure may be necessary for approximately two weeks; however, advance notification would be provided to surrounding residents identifying potential detours. Emergency vehicles will have access at all times. CONSEQUENCE OF NEGATIVE ACTION: Delay in approving the project may result in a delay of design, construction, and may jeopardize funding. ATTACHMENTS CEQA Document Contra Costa County PROJECT NAME: PREPARED BY: APPROVED BY: PUBLIC WORKS DEPARTMENT INITIAL STUDY OF ENVIRONMENTAL SIGNIFICANCE PROJECT NUMBER: WO #6202 CP# 18-09 Pinehurst Road Sinkhole and Culvert Repair Project Matt-Kawashima �� b-��, DATE: RECOMMENDATIONS: D Negative Declaration DATE: May 7, 2018 � /1 "1/1? � Categorical Exemption: 1530l(c) D Environmental Impact Report Required D Conditional Negative Declaration The project will not have a significant effect on the environment. The recommendation is based on the following: The Project consists of repair of existing public facilities involving no expansion of use pursuant to section 1530l(c) of the CEQA Guidelines. What changes to the project would mitigate the identified impacts: N/A USGS Quad Sheet: Oakland East Base Map Sheet #: RlO Parcel#: NIA GENERAL CONSIDERATIONS: 1.Location: The Project site is located on Pinehurst Road, approximately 2.5 miles northwest of Canyon Road at the first hairpin tum in unincorporated Orinda [Figures 1-4]. 2.Project Description: The Public Works Department of Contra Costa County is proposing to repair an 84" culvert and sinkhole beneath Pinehurst Road that were heavily damaged in 2017 in order to return the road to satisfactory condition. Storm drainage will be conveyed through the culvert instead of bypassing the culvert to the side and bottom. The road embankment will be compacted and the ditch on the roadway will be restored to allow for proper drainage of surface runoff. Work will be done during the summer season when the creek is dry or has a very minimal amount of flow. Culvert repairs incl tide the following: I.Culvert inlet protection: Excavation of loose soils around the pipe and placement of rip rap around the inlet and on the creek bank. 2.Culvert invert repair: 1) Cleaning the silt and debris off of the pipe's flowline and disposing the sediments off-site. 2) Remove corroded pipe sections and fill all the voids beneath the pipe with grout. 3) Repair the bottom of the pipe with wire mesh and grout. The grout will be placed the full length of the pipe up to a maximum thickness of6" to the pipe spring line. 3.Culvert outlet repair: Removal of material/debris from the creek bed adjacent to the outlet to allow for positive drainage. 4.Culvert joint repair: Grout crown of pipe where voids exist after interior grouting is completed. The joints will be inspected and it will be determined if concrete collars are necessary. Sinkhole road repair includes excavating and compacting subgrade, placing aggregate base and hot mix asphalt, removing temporary rip rap and sandbags and compacting any voids caused by erosion beneath the shoulder, and replacing rip rap and reestablishing the roadside ditch. No tree removal will be necessary. Tree and shrubbery trimming may be necessary throughout the project area. In order to minimize damage to trees, any roots exposed during construction activities will be clean cut. The Project will maintain the existing drainage pattern and will not create new impervious areas. Appropriate Best Management Practices (BMPs) will be implemented for water pollution control. Construction will take approximately 25 working days. Temporary road closure may be necessary for approximately two weeks; however, advance notification would be provided to surrounding residents identifying potential detours. Real Property transactions, including right-of-way acquisition may be necessary in support of this project. 3.Does it appear that any feature of the project will generate significant public concern?D Yes � No D maybe (Nature of concern): 4.Will the project require approval or permits by other than a County agency? � Yes D No 5.Is the project within the Sphere of Influence of any city?No G:\engsvc\ENVIRO\TransEng\Pinehurst Road Sinkhole and Culve11 Repair\PRODUCTS\CEQA\Pinehurst Culvert Repair CE 2018-04-24.doc Form updated: December 2017 Page I of I G:\engsvc\ENVIRO\TransEng\Pinehurst Road Sinkhole and Culvert Repair\CEQA\Pinehurst NOE (2019)-CG Edits - Copy.doc Form Revised: January 2, 2019 CALIFORNIA ENVIRONMENTAL QUALITY ACT Notice of Exemption To: Office of Planning and Research From: Contra Costa County P.O. Box 3044, Room 113 Dept. of Conservation & Development Sacramento, CA 95812-3044 30 Muir Road Martinez, CA 94553 County Clerk County of: Contra Costa Project Title: Pinehurst Road Sinkhole and Culvert Repair Proj. No. WO #6202 CP#18-09 Project Applicant: Contra Costa County Public Works Department Project Location – Pinehurst Road, approximately 2.5 miles northwest of Canyon Road at the first hairpin turn Project Location: Unincorporated Orinda Project Location – County: West Contra Costa Description of Nature, Purpose and Beneficiaries of Project : The Public Works Department of Contra Costa County is proposing to repair an 84” culvert and sinkhole beneath Pinehurst Road that were heavily damaged in 2017 in order to return the road to satisfactory condition. Storm drainage will be conveyed through the cu lvert instead of bypassing the culvert to the side and bottom. The road embankment will be compacted and the ditch on the roadway will be rest ored to allow for proper drainage of surface runoff. Work will be done during the summer season when the creek is dry or has a v ery minimal amount of flow. Culvert repairs include the following: 1. Culvert inlet protection: Excavation of loose soils around the pipe and placement of rip rap around the inlet and on the cree k bank. 2. Culvert invert repair: 1) Cleaning the silt and debris off of the pipe’s flowline and disposing the sediments off-site. 2) Remove corroded pipe sections and fill all the voids beneath the pipe with grout. 3) Repair the bottom of the pipe with wire mesh an d grout. The grout will be placed the full length of th e pipe up to a maximum thickness of 6” to the pipe spring line. 3. Culvert outlet repair: Removal of material/debris from the creek bed adjacent to the outlet to allow for positive drainage. 4. Culvert joint repair: Grout crown of pipe where voids exist after interior grouting is completed. The joints will be inspected and it will be determined if concrete collars are necessary. Sinkhole road repair includes excavating and compacting subgrade, placing aggregate base and hot mix asphalt, removing tempor ary rip rap and sandbags and compacting any voids caused by erosion beneath the shoulder, and replacing rip rap and reestablishing the roadside ditch. No tree removal will be necessary. Tree and shrubbery trimming may be necessary throughout the project area. In or der to minimize damage to trees, any roots exposed during construction activities will be clean cut. The Project will maintain the existing d rainage pattern and will not create new impervious areas. Appropriate Best Management Practices (BMPs) will be implemented for water pollution control. Construction will take approximately 25 working days. Temporary road closure may be necessary for approximately two weeks; ho wever, advance notification would be provided to surrounding residents identifying potential detours. Emergency vehicles will have access at all times. Real Property transactions, including right-of-way acquisition may be necessary in support of this project. Name of Public Agency Approving Project: Contra Costa County Name of Person or Agency Carrying Out Project: Contra Costa County Public Works Department Exempt Status: Ministerial Project (Sec. 21080(b) (1); 15268; Categorical Exemption: Class 15301(c) Declared Emergency (Sec. 21080(b)(3); 15269(a)); Other Statutory Exemption, Code No.: Emergency Project (Sec. 21080(b)(4); 15269(b)(c)); General Rule of Applicability [Article 5, Section 15061 (b)(3)] Reasons why project is exempt: The Project consists of repair of existing public facilities involving no expansion of use. The project is exempt from CEQA pursuant to Section 15301(c) of the CEQA guidelines. Lead Agency Contact Person: Matt Kawashima - Public Works Dept. Area Code/Telephone/Extension: (925) 313-2161 If filed by applicant: 1. Attach certified document of exemption finding. 2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No Signature: Date: Title: _________________________ Signed by Lead Agency Signed by Applicant AFFIDAVIT OF FILING AND POSTING I declare that on I received and posted this notice as required by California Public Resources Code Section 21152(c). Said notice will remain posted for 30 days from the filing date. Signature Title Applicant: Department of Fish and Game Fees Due Public Works Department EIR - $3,271.00 Total Due: $_75.00 255 Glacier Drive Neg. Dec. - $2,354.75 Total Paid $ Martinez, CA 94553 DeMinimis Findings - $0 Attn: Matt Kawashima County Clerk - $50 Receipt #: Environmental Services Division Conservation & Development - $25 Phone: (925) 313-2161 RECOMMENDATION(S): (1) APPROVE plans, specifications, and design for the Camino Tassajara Bike Lane Gap Closure Project, San Ramon Valley area. (County Project No. 0662-6R4010) (District III) (2) DETERMINE that Ghilotti Bros., Inc. (“Ghilotti Bros.”) the lowest monetary bidder, has complied with the requirements of the County’s Outreach Program and has exceeded the Mandatory Subcontracting Minimum for this project, as provided in the project specifications; and FURTHER DETERMINE that Ghilotti Bros. has submitted the lowest responsive and responsible bid for the project. (3) AWARD the construction contract for the above project to Ghilotti Bros. in the listed amount ($2,431,956.20) and the unit prices submitted in the bid, and DIRECT that Ghilotti Bros. shall present two good and sufficient surety bonds, as indicated below, and that the Public Works Director, or designee, shall prepare the contract. (4) ORDER that, after the contractor has signed the contract and returned it, together with the bonds as noted below and any required certificates of insurance or other required documents, and the Public Works Director has reviewed and found them to be sufficient, the Public Works Director, or designee, is authorized to sign the contract for this Board. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kevin Emigh, 925-313-2233 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 3 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Construction Contract for the Camino Tassajara Bike Lane Gap Closure Project, San Ramon Valley area RECOMMENDATION(S): (CONT'D) (5) ORDER that, in accordance with the project specifications and/or upon signature of the contract by the Public Works Director, or designee, bid bonds posted by the bidders are to be exonerated and any checks or cash submitted for security shall be returned. (6) ORDER that, the Public Works 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 the County to ensure performance under the contract, pursuant to Public Contract Code Section 22300. (7) DELEGATE, pursuant to Public Contract Code Section 4114, to the Public Works Director, or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (8) DELEGATE, pursuant to Labor Code Section 6705, to the Public Works Director, or to any registered civil or structural engineer employed by the County, 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. (9) DECLARE that, should the award of the contract to Ghilotti Bros. be invalidated for any reason, the Board would not in any event have awarded the contract to any other bidder, but instead would have exercised its discretion to reject all of the bids received. Nothing in this Board Order shall prevent the Board from re-awarding the contract to another bidder in cases where the successful bidder establishes a mistake, refuses to sign the contract, or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100-5107). FISCAL IMPACT: The Project will be funded by 32.5% Tri-Valley Transportation Council Funds, 25% Measure J Funds, 25% South County Area of Benefit Funds, and 17.5% Southern Contra Costa Subregional Fee Program. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were filed with the Board, and bids were invited by the Public Works Director. On April 9, 2019 the Public Works Department received bids from the following contractors: BIDDER, TOTAL AMOUNT, BOND AMOUNTS Ghilotti Bros.., Inc.: $2,431,956.20; Payment: $2,431,956.20; Performance: $2,431,956.20 Bay Cities Paving & Grading, Inc.: $2,456,270.00 Granite Rock Company: $2,572,990.00 The Public Works Director has reported that Ghilotti Bros. documented an adequate good faith effort to comply with the requirements of the County’s Outreach Program and exceeded the Mandatory Subcontracting Minimum, and the Public Works Director recommends that the construction contract be awarded to Ghilotti Bros. The Public Works Director recommends that the bid submitted by Ghilotti Bros. is the lowest responsive and responsible bid, which is $24,313.80 less than the next lowest bid, and this Board concurs and so finds. The Board of Supervisors previously adopted the Mitigated Negative Declaration and Mitigation and Monitoring Reporting Program for the project, and a Notice of Determination was filed with the County Clerk on May 7, 2018. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: Construction of the project would be delayed, and the project might not be built. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Consulting Services Agreement (“contract”) with Nichols Consulting Engineers, CHTD. (“NCE”), in an amount not to exceed $250,000, for the period May 7, 2019 through May 7, 2022, to provide on-call civil engineering services, Countywide. (Project No. Various)(All Districts) FISCAL IMPACT: Work performed under this on-call contract is funded by developer fees, local, state and federal funds for road, flood control, and airport projects. BACKGROUND: The Public Works Department is involved in various projects in the County that require civil engineering services for road, flood control, and airport projects. After a solicitation process, NCE was selected as one of eight firms to provide civil engineering services on an “on-call” basis. The Consultant will augment Public Works staff on an as-needed basis. They will be used as an extension of Public Works staff during busy times when extra help is needed or when in-house expertise is not available. This on-call contract will be in effect for thirty-six months. Government Code Section 31000 and 4525 authorizes the County to contract for services including the type of civil engineering that NCE provides. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kevin Emigh, 925-313-2233 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 4 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Consulting Services Agreement with Nichols Consulting Engineers, CHTD., Countywide. CONSEQUENCE OF NEGATIVE ACTION: Without approval from the Board of Supervisors, there is possible delay in completing projects requiring civil engineering services. Executing this contract will facilitate the process of design and construction for various Public Works projects requiring civil engineering expertise. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Consulting Services Agreement (“contract”) with MGE Engineering, Inc. (“MGE”), in an amount not to exceed $250,000, for the period May 7, 2019 through May 7, 2022, to provide on-call structural engineering services, Countywide. (Project Nos. Various)(All Districts) FISCAL IMPACT: Work performed under this on-call contract is funded by developer fees, local, state and federal funds for road, flood control, and airport projects. BACKGROUND: The Public Works Department is involved in various projects in the County that require structural engineering services for road, flood control, and airport projects. After a solicitation process, MGE was selected as one of seven firms to provide structural engineering services on an “on-call” basis. The Consultant will augment Public Works staff on an as-needed basis. They will be used as an extension of Public Works staff during busy times when extra help is needed or when in-house expertise is not available. This on-call contract will be in effect for thirty-six months. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kevin Emigh, 925-313-2233 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 5 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Consulting Services Agreement with MGE Engineering, Inc., Countywide. BACKGROUND: (CONT'D) Government Code Section 31000 and 4525 authorizes the County to contract for services including the type of structural engineering that MGE provides. CONSEQUENCE OF NEGATIVE ACTION: Without approval from the Board of Supervisors, there is possible delay in completing projects requiring structural engineering services. Executing this contract will facilitate the process of design and construction for various Public Works projects requiring structural engineering expertise. RECOMMENDATION(S): APPROVE the conveyance of surplus real property containing a total of approximately 6,338 square feet of land located along El Portal Drive, to the City of San Pablo for roadway purposes, in connection with the I-80 San Pablo Dam Road Interchange Project, pursuant to Government Code Section 25526.5. Project No. 4660-6X4170. DETERMINE said property to be surplus and no longer necessary for county purposes, and its estimated value does not exceed twenty-five thousand dollars ($25,000). AUTHORIZE the Chair, Board of Supervisors, to execute a Grant Deed on behalf of the County. DIRECT the Real Estate Division of the Public Works Department to cause said Grant Deed and a certified copy of this Board Order to be delivered to the grantee for recording in the office of the County Clerk-Recorder. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Michael Serrano, 925. 957-2489 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 6 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE the Conveyance of Surplus Real Property for roadway purposes to the City of San Pablo. District I FISCAL IMPACT: 100% Contra Costa Transportation Authority Funds BACKGROUND: In 2012, Contra Costa County entered into a Right of Way Services Agreement with Contra Costa Transportation Authority(CCTA) to provide right of way services in connection with the I-80 San Pablo Dam Road Interchange Project (Project). The Project is now complete and due to the realignment of the roadway, several portions of property acquired for El Portal Drive are within the City road right of way. CCTA has requested that the surplus real property be conveyed to the City for proper ownership and maintenance. Real Estate Division staff has estimated the value of the property to be $25,000 or less. On June 25, 2013, the Contra Costa County Board of Supervisors adopted the Mitigated Negative Declaration for the Project. (DCD #13-25 [SCH# 2009082009]). CONSEQUENCE OF NEGATIVE ACTION: The County would continue to own and have liability for roadway within the City of San Pablo. AGENDA ATTACHMENTS Grant Deed, Exhibit A & B MINUTES ATTACHMENTS Signed: Grant Deed RECOMMENDATION(S): RESCIND Traffic Resolution No. 4092, adopted on November 2, 2004, which prohibited parking except for vehicles of individuals with disabilities, on a portion of the east side of Rodeo Avenue (Road No. 1795AP), as recommended by the Public Works Director, Rodeo area. FISCAL IMPACT: No fiscal impact. BACKGROUND: It was determined that a parking space previously designated for disabled persons only, is no longer needed. Public Works Traffic Engineering staff conducted a site visit confirming the disabled resident no longer lives at the property. Therefore, Public Works Traffic Engineering recommends removing the restricted parking based on established policy. CONSEQUENCE OF NEGATIVE ACTION: Parking will remain restricted at this location. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 7 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:RESCIND Traffic Resolution No. 4092 for Rodeo Avenue (Road No. 1795AP), Rodeo area. RECOMMENDATION(S): ADOPT Resolution No. 2019/139 approving the sixth extension of the Subdivision Agreement for subdivision SD03-08791, for a project being developed by ADP Freedom 7, LLC, as recommended by the Public Works Director, El Sobrante area. (District I) FISCAL IMPACT: No fiscal impact BACKGROUND: The termination date of the Subdivision Agreement needs to be extended. The developer has not completed the required improvements and has requested more time. (Approximately 85% of the work has been completed to date.) By granting an extension, the County will give the developer more time to complete the improvements and keeps the bond current. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 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, Ruben Hernandez - DCD, ADP Freedom 7, LLC, Platte River Insurance Company, T -06/10/2019 C. 8 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Approving the sixth extension of the Subdivision Agreement for subdivision SD03-08791, El Sobrante area. CONSEQUENCE OF NEGATIVE ACTION: The termination date of the Subdivision Agreement will not be extended and the developer will be in default of the agreement, requiring the County to take legal action against the developer and surety to get the improvements installed. AGENDA ATTACHMENTS Resolution No. 2019/139 Subdivision Agreement Extension MINUTES ATTACHMENTS Signed: Resolution No. 2019/139 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/139 IN THE MATTER OF approving the sixth extension of the Subdivision Agreement for subdivision SD03-08791, for a project being developed by ADP Freedom 7, LLC, as recommended by the Public Works Director, El Sobrante area. (District I) WHEREAS the Public Works Director having recommended that he be authorized to execute the sixth agreement extension which extends the Subdivision Agreement between ADP Freedom 7, LLC and the County for construction of certain improvements in subdivision SD03-08791, El Sobrante area, through August 10, 2018. APPROXIMATE PERCENTAGE OF WORK COMPLETE: 85% ANTICIPATED DATE OF COMPLETION: April 2019 BOND NO.: 41202046 Date: July 16, 2010 REASON FOR EXTENSION: Working to complete project. 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: May 7, 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, Ruben Hernandez - DCD, ADP Freedom 7, LLC, Platte River Insurance Company, T -06/10/2019 RECOMMENDATION(S): ADOPT Resolution No. 2019/137 approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS07-00010, property owned by Charlene M. Ramsay, Trustee of the DC Revocable Land Trust, as recommended by the Public Works Director, Knightsen area. (District III) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Stormwater Management Facilities Operation and Maintenance Agreement is required by Condition of Approval No. 38. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kara Schuh-Garibay (925)313-2179 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: May 7, 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, Cece Sellgren - Watershed Program, Kara Schuh - Engineering Services, Mark Spilker - Developer C. 9 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Approve the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS07-00010, Knightsen 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. 2019/137 Stormwater Management Facilities Operation & Maintenance Agreement and Right of Entry MINUTES ATTACHMENTS Signed: Resolution No. 2019/137 Recorded at the request of:Clerk of the Board Return To:Simone Saleh (925)313-2170 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 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. 2019/137 IN THE MATTER OF approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS07-00010 (APN 020-190-077), Knightsen area. (District III) WHEREAS the Public Works Director has recommended that he be authorized to execute the Stormwater Management Facilities Operation and Agreement with Charlene M. Ramsay, Trustee of the DC Revocable Land Trust, as required by the Conditions of Approval for minor subdivision MS07-00010. 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 MS07-00010, which is located at 11 Pastor Lane in the Knightsen area. NOW, THEREFORE, BE IT RESOLVED that the recommendation of the Public Works Director is APPROVED. Contact: Kara Schuh-Garibay (925)313-2179 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: May 7, 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, Cece Sellgren - Watershed Program, Kara Schuh - Engineering Services, Mark Spilker - Developer RECOMMENDATION(S): ADOPT Resolution No. 2019/138 approving the second extension of the Subdivision Agreement for minor subdivision MS13-00006, for a project being developed by Kevin Degnan as recommended by the Public Works Director, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The termination date of the Subdivision Agreement needs to be extended. The developer has not completed the required improvements and has requested more time. (Approximately 0% of the work has been completed to date.) By granting an extension, the County will give the developer more time to complete improvements and keep the bond current. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 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, Ruben Hernandez - DCD, Kevin Degnan - Developer, Indemnity Company of California, T-12/1/2019 C. 10 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Approving the second extension of the Subdivision Agreement for minor subdivision MS13-00006, Alamo area. CONSEQUENCE OF NEGATIVE ACTION: The termination date of the Subdivision Agreement will not be extended and the developer will be in default of the agreement, requiring the County to take legal action against the developer and surety to get the improvements installed, or revert the development to acreage. AGENDA ATTACHMENTS Resolution No. 2019/138 Subdivision Agreement Extension MINUTES ATTACHMENTS Signed: Resolution No. 2019/138 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/138 IN THE MATTER OF approving the second extension of the Subdivision Agreement for minor subdivision MS13-00006 for a project being developed by Kevin Degnan as recommended by the Public Works Director, Alamo area. (District II) WHEREAS the Public Works Director having recommended that he be authorized to execute the second agreement extension which extends the Subdivision Agreement between Kevin Degnan and the County for construction of certain improvements in minor subdivision MS13-00006, Alamo area, through March 1, 2020 APPROXIMATE PERCENTAGE OF WORK COMPLETE: 0% ANTICIPATED DATE OF COMPLETION: 2020 BOND NO.: 651323S Date: August 6, 2015 REASON FOR EXTENSION: Developer does not want to damage the work with home construction; wants to construct as part of home construction. 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: May 7, 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, Ruben Hernandez - DCD, Kevin Degnan - Developer, Indemnity Company of California, T-12/1/2019 RECOMMENDATION(S): ADOPT Resolution No. 2019/150 approving and authorizing the Public Works Director, or designee, to fully close a portion of Willow Pass Road between Marin Avenue and Manor Drive, on May 27, 2019 from 10:00 AM through 11:00 AM, for the purpose of Bay Point Spring Derby Parade, Bay Point area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: Applicant shall follow guidelines set forth by the Public Works Department. CONSEQUENCE OF NEGATIVE ACTION: Applicant will be unable to close the road for planned activities. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Bob Hendry (925)674-7744 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: May 7, 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, Bob Hendry -Engineering Services, CHP, Sheriff - Patrol Division Commander C. 11 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Close portion of Willow Pass Road between Marin Avenue and Manor Drive, on May 27, 2019 from 10:00 AM through 11:00 AM, Bay Point area. AGENDA ATTACHMENTS Resolution No. 2019/150 MINUTES ATTACHMENTS Signed: Resolution No. 2019/150 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/150 IN THE MATTER OF approving and authorizing the Public Works Director, or designee, to fully close a portion of Willow Pass Road between Marin Avenue and Manor Drive, on May 27, 2019 from 10:00 AM through 11:00 AM, for the purpose of Bay Point Spring Derby Parade, Bay Point area. (District V) RC19-4 NOW, THEREFORE, BE IT RESOLVED that permission is granted to Bay Point Community All-N-One, Inc. to fully close Willow Pass Road between Marin Avenue and Manor Drive, except for emergency traffic, on May 27, 2019 for the period of 10:00 AM through 11:00 AM, subject to the following conditions: 1. Traffic will be detoured via per traffic control plan reviewed by Public Works. 2. All signing to be in accordance with the California Manual on Uniform Traffic Control Devices. 3. Bay Point Community All-N-One, Inc. shall comply with the requirements of the Ordinance Code of Contra Costa County. 4. Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public Liability which names the County as an additional insured prior to permit issuance. 5. Obtain approval for the closure from the Sheriff’s Department, the California Highway Patrol and the Fire District. Contact: Bob Hendry (925)674-7744 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: May 7, 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, Bob Hendry -Engineering Services, CHP, Sheriff - Patrol Division Commander RECOMMENDATION(S): ADOPT Resolution No. 2019/153 approving the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP15-03021, for property being developed by Blackhawk Country Club, as recommended by the Public Works Director, Danville area. (District III) FISCAL IMPACT: No fiscal Impact. BACKGROUND: The Stormwater Management Facilities Operation and Maintenance Agreement is required by Condition of Approval No. 28. 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 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, Ken Dahl - Engineering Services, Cece Sellgren - Watershed Program, Blackhawk Country Club C. 12 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Approve the Stormwater Management Facilities Operation and Maintenance Agreement development plan permit DP15-03021, Danville area. AGENDA ATTACHMENTS Resolution No. 2019/153 Stormwater Management Facilities Operation & Maintenance Agreement and Right of Entry MINUTES ATTACHMENTS Signed: Resolution No. 2019/153 Recorded at the request of:Clerk of the Board Return To:Simone Saleh (925)313-2170 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 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. 2019/153 IN THE MATTER OF approving the Stormwater Management Facilities Operation and Maintenance Agreement for development plan permit DP15-03021, (APN 020-190-077), Danville area. (District III) WHERE AS the Public Works Director has recommended that he be authorized to execute the Stormwater Management Facilities Operation and Agreement with Blackhawk Country Club, as required by the Conditions of Approval for development plan permit DP15-03021. 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 development plan permit DP15-03021, which is located at 1098 Eagle Nest Place in the Danville 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: May 7, 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, Ken Dahl - Engineering Services, Cece Sellgren - Watershed Program, Blackhawk Country Club RECOMMENDATION(S): APPROVE the Preliminary Engineer’s Report and adopt Resolution No. 2019/142 (Resolution of Intention) for Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020. The Preliminary Engineer’s Report is on file with the office of the Clerk of the Board and the Public Works Department; FIX a public hearing for June 11, 2019, at 9:30 a.m. in Room 107 of the Board of Supervisors’ Chambers at 651 Pine Street, Martinez, California, for adoption of the diagram and assessments for each Benefit Zone within the Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020, and authorize that the assessments be collected on the secured property tax roll; DIRECT the Clerk of the Board of Supervisors to complete the required public notification in accordance with Section 6061 of the Government Code at least 10 days prior to the Public Hearing. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Carl Roner - 925-313-2213 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Laura Strobel, County Administrator, CAO, Robert Campbell, Auditor Controller, Sharon Anderson, County Counsel, Gus Kramer, County Assessor, Slava Gospodchikov - Engineering Services , Diana Oyler - Finance , Carl Roner- Special Districts, Victoria Skerritt, Special Districts, Brian Brown, Francisco & Associates, Inc. C. 13 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Preliminary Engineer's Report and Adopting the Resolution of Intention for Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020. FISCAL IMPACT: Cost of preparation of the Preliminary Engineer’s Report is 100% funded by the Countywide Landscaping District AD 1979-3 (LL-2). BACKGROUND: The existing Countywide Landscaping District AD 1979-3 (LL-2) contains thirty (30) Benefit Zones comprised of landscaping, pedestrian bridges, irrigation, park and recreational facilities, and ancillary improvements installed by developers as a condition of their development. The annual assessment levies fund the operation, maintenance, and capital replacement of these facilities. On March 26, 2018, the Board of Supervisors adopted the Resolution of Initiation which directed the Engineer of Work for Contra Costa County to prepare the Fiscal Year 2019/2020 Preliminary Engineer’s Report for the Countywide Landscaping District AD 1979-3 (LL-2). The Landscaping and Lighting Act of 1972 requires that an Engineer’s Report be prepared each fiscal year to identify any changes in the improvements and to set the ensuing year’s special assessment rates. The Fiscal Year 2019/2020 assessments included in the Preliminary Engineer’s Report for each Benefit Zone were calculated by considering all anticipated expenditures for the operation, maintenance, utilities, administration, and capital replacement costs of these facilities. In addition, if any excess revenue was available from the previous fiscal year, it was credited against the proposed expenses for that Benefit Zone. The assessment rates within each Benefit Zone may change from the previous fiscal year, dependent upon the projected costs to maintain each of the facilities, however, the Fiscal Year 2019/2020 special assessment rates cannot exceed the maximum amount set when the Benefit Zone was originally formed, plus an annual cost of living adjustment, if applicable. If the Board of Supervisors approves the Preliminary Engineer’s Report and adopts the Resolution of Intention, the Clerk of the Board will publish the Notice of Public Hearing. The Public Hearing will be scheduled for June 11, 2019. At the Public Hearing, the Board of Supervisors will be asked to adopt the Resolution Confirming the Diagram and Assessment for Fiscal Year 2019-2020. CONSEQUENCE OF NEGATIVE ACTION: Without Board of Supervisors’ approval of the Preliminary Engineer’s Report and adoption of the Resolution of Intention there would be no assessment revenue collected from the Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020. Thus, funds would not be available to maintain the landscaping and other improvements within the Benefit Zones throughout the Countywide Landscaping District AD 1979-3 (LL-2). AGENDA ATTACHMENTS Resolution No. 2019/142 C.C.C. Consolidated Report for the Countywide Landscaping District (LL-2) Assessment Diagrams for the LL-2 Landscape Zones C.C.C. Countywide Landscaping District Preliminary Assessment Roll Fiscal year 2019-20 MINUTES ATTACHMENTS Signed: Resolution No. 2019/142 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/142 IN THE MATTER OF: Approving the Preliminary Engineer’s Report and Adoption of Resolution No. 2019/142 (Resolution of Intention) for Countywide Landscaping District AD 1979-3 (LL-2) for Fiscal Year 2019/2020, as recommended by the Public Works Director. (Countywide Landscaping District AD 1979-3 (LL-2) Funds) (All Districts) (Project Number 4500-6X5105). WHEREAS The Board of Supervisors of Contra Costa County FINDS THAT: A Resolution of Initiation (No. 2019/84) was approved on March 26, 2019, per Section 22622 of the California Streets and Highways Code that described any proposed new improvements or substantial changes in existing improvements and ordered the Engineer’s Report to be prepared; 1. Per Section 22565 of the California Streets and Highways Code, the Engineer’s Report contains 1) plans and specifications for the improvements, 2) an estimate of the costs of the improvements, 3) a diagram of the assessment district, 4) a description of the method of apportionment of the costs of the improvements to the benefiting parcels, and 5) a property list and assessment roll; 2. Per Section 22623 of the California Streets and Highways Code, the Engineer’s Report was filed with the Clerk of the Board, for submission to the Board of Supervisors; 3. Per Section 22623 of the California Streets and Highways Code which states that upon filing of the Engineer’s Report, the Board of Supervisors may approve the Engineer’s Report as filed, or may modify the Engineer’s Report in any particular, and approve the Engineer’s Report as modified; and 4. After approval of the Engineer’s Report, per Section 22624 of the California Streets and Highways Code, the Board of Supervisors may adopt Resolution of Intention 2019/142 (Resolution of Intention), which 1) declares the intention to levy and collect assessments within the Countywide Landscaping District AD 1979-3 (LL-2) for the Fiscal Year 2019/2020; 2) generally describes the existing and proposed improvements and any substantial changes proposed to be made in existing improvements; 3) refers to the assessment district by its distinctive designation and indicates the general location of the district; 4) refers to the Engineer’s Report on file with the Clerk of the Board, for a full and detailed description of the improvements, the boundaries of the assessment district and any zones therein, and the proposed assessments upon assessable lots and parcels of land within the district; 5) gives notice of the time, and the place for hearing on the levy of the proposed assessment; and 6) states whether the assessment is proposed to increase from the previous year. 5. NOW, THEREFORE, BE IT RESOLVED THAT: The improvements to be made in the Contra Costa County Countywide Landscaping District AD 1979-3 (LL2) are generally described as the operation, maintenance and servicing of landscaping, pedestrian bridges, irrigation, park and recreational facilities, and ancillary improvements within street rights of way and other public areas; and 1. The Engineer of Work for the Contra Costa County Countywide Landscaping District AD 1979-3 (LL2) filed an Engineer’s Report in accordance with the provisions of the Landscaping and Lighting Act of 1972; and 2. The Board now declares its intention to levy and collect assessments in existing Benefit Zones within the Countywide Landscaping District AD 1979-3 (LL-2), Contra Costa County, California, for the fiscal year beginning July 1, 2019 and 3. Landscaping District AD 1979-3 (LL-2), Contra Costa County, California, for the fiscal year beginning July 1, 2019 and ending June 30, 2020; and The improvements to be maintained throughout the Countywide Landscaping District AD 1979-3 (LL-2), Contra Costa County, California, consist of the installation, maintenance, operation and servicing of landscaping, pedestrian bridges, irrigation, park and recreational facilities with all appurtenances, and services of consultants as needed. A detailed description of the improvements that are being operated, maintained, and serviced throughout each Benefit Zone in the District are provided in the Preliminary Engineer’s Report for Countywide Landscaping District AD 1979-3 (LL-2) dated May 7, 2019 (shown as Exhibits A, B, and C); and 4. The Board will conduct a public hearing (the “Hearing”) on June 11, 2019 at 9:30 a.m. in Room 107 of the Board of Supervisors’ Chambers at 651 Pine Street, Martinez, California 94553; and 5. The Clerk of the Board is authorized and directed to give notice of public hearing required by the Landscaping and Lighting Act of 1972; and 6. The maximum assessment rates are not proposed to increase from the previous year except for those assessments rates that have a built-in inflation adjustment that was set when the District (or individual Benefit Zone within the District) was formed or subsequently ratified by a property owner vote. 7. Contact: Carl Roner - 925-313-2213 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Laura Strobel, County Administrator, CAO, Robert Campbell, Auditor Controller, Sharon Anderson, County Counsel, Gus Kramer, County Assessor, Slava Gospodchikov - Engineering Services , Diana Oyler - Finance , Carl Roner- Special Districts, Victoria Skerritt, Special Districts, Brian Brown, Francisco & Associates, Inc. CONTRA COSTA COUNTY CONSOLIDATED REPORT FOR THE COUNTYWIDE LANDSCAPING district (ll-2) Prepared by: Francisco & Associates, Inc. 231 Market Place, Suite 543 San Ramon, CA 94583 (925) 867-3400 Fiscal Year 2019-20 Preliminary Engineer’s Report May 7, 2019 Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 TABLE OF CONTENTS ccc1920_PER - i - Francisco & Associates, Inc. Page No. Contra Costa County Board of Supervisors and County Staff .................................................. ii Certificates ............................................................................................................................................. iii SECTION I – Introduction ................................................................................................................. 1 Table 1 – Benefit Zones modified since FY 2018-19 ............................................. 2 SECTION II – Engineer’s Report ....................................................................................................... 3 PART A – Plans and Specifications...................................................................................... 5 PART B – Estimate of Cost .................................................................................................. 14 Table 2 –FY 2019-20 Summary ........................................................................ 15 PART C – Assessment District Diagram .......................................................................... 17 PART D – Method of Apportionment of Assessment ................................................... 19 Special vs. General Benefit ............................................................................. 20 PART E – Property List and Assessment Roll ................................................................ 37 APPENDICES APPENDIX A – Detailed Project Cost Breakdown APPENDIX B – Assessment Diagrams APPENDIX C – Fiscal Year 2019-20 Assessment Roll Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 BOARD AND COUNTY STAFF ccc1920_PER - ii - Francisco & Associates, Inc. CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT (LL-2) (ASSESSMENT DISTRICT 1979-3) FISCAL YEAR 2019-20 CONTRA COSTA COUNTY BOARD OF SUPERVISORS AND COUNTY STAFF John M. Gioia Chair District I Supervisor Candace Andersen Karen Mitchoff Vice Chair District IV Supervisor District II Supervisor Diane Burgis Federal D. Glover District III Supervisor District V Supervisor COUNTY STAFF Brian M. Balbas Public Works Director Sharon L. Anderson David Twa County Counsel Clerk of the Board of Supervisors Carl J. Roner Senior Civil Engineer Francisco & Associates Assessment Engineer Contra Costa County SECTION I Countywide Landscaping District (LL-2) FY 2019-20 INTRODUCTION ccc1920_PER - 1 - Francisco & Associates, Inc. SECTION I INTRODUCTION ENGINEER'S REPORT CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT (LL-2) FISCAL YEAR 2019-20 To ensure the proper flow of funds for the ongoing operation, maintenance, and servicing of specific improvements within the boundaries of Contra Costa County, the Board of Supervisors, through the Landscaping and Lighting Act of 1972, approved the formation of Countywide Landscaping District (LL-2) (the “District”). Improvements that may be constructed, operated, maintained, and serviced by the District include: Landscaping, irrigation, lighting (not street lighting, except in special cases), park and recreational facilities, including but not limited to lights, playground equipment, play courts, public restrooms, and associated appurtenant facilities. Generally, developers, as a part of their conditions permitting the developer to construct new housing or commercial/industrial developments, construct these aforementioned public improvements. However, the ongoing operation and maintenance of these various improvements are financed through the District. The District is composed of “Benefit Zones” to ensure that the operation and maintenance of the improvements are specifically paid for by those property owners who directly benefit from the improvements. As required by the Landscaping and Lighting Act of 1972, the annual Engineer's Report must be reviewed by the Board of Supervisors each year and includes: (1) a description by Benefit Zone of the improvements to be operated, maintained, and serviced by the District, (2) an estimated budget by Benefit Zone for the District, and (3) a listing of the proposed assessments to be levied upon each assessable lot or parcel within the District. The Contra Costa County Board of Supervisors will hold a Public Hearing, June 11, 2019, regarding the District and proposed Fiscal Year 2019-20 annual assessments to be levied, to provide an opportunity for any interested person to be heard. At the conclusion of the Public Hearing, the Contra Costa County Board of Supervisors may adopt a resolution confirming the levy of assessments as originally proposed or modified. Following the adoption of this resolution, the final Assessor’s roll will be prepared and filed with the County Auditor’s office to be included on the Fiscal Year 2019-20 tax roll. Payment of the assessment for each parcel will be made in the same manner and at the same time as payments are made for property taxes. All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report. Contra Costa County SECTION I Countywide Landscaping District (LL-2) FY 2019-20 INTRODUCTION ccc1920_PER - 2 - Francisco & Associates, Inc. In addition to the existing Benefit Zones, new Benefit Zones are created throughout the fiscal year as development is processed. Table 1 below indicates those Benefit Zones that have been annexed into the District or modified since the prior year’s annual report was prepared in Fiscal Year 2018- 19. Table 1 – Benefit Zones modified since FY2018-19 Benefit Zone Comment Not Applicable No new zones of benefit have been created, nor have any parcels been annexed into an existing benefit zone during Fiscal Year 2018-19. Benefit Zones with Proposed Assessment Increases for FY 2019-20 Benefit Zones No. 5, 35, 54, 69, 70, 71, 74, and 75 had their maximum assessment rate increased 3.53% over the FY 2018-19 rate. These benefit zones can be increased each fiscal year by the annual change in the Consumer Price Index for the San Francisco Bay Area – All Urban Consumers (CPI). For Fiscal Year 2019-20 the CPI increased from 281.308 to 291.227, which equals an increase of 3.53%. In addition, Benefit Zone No. 61 was increased from $150/EDU to $160/EDU with a maximum assessment rate of $190/EDU and Benefit Zone No. 70 was increased from $140/EDU to $200/EDU with a maximum assessment rate of $455.97/EDU. These assessment increases were necessary to cover expected operation and maintenance costs for FY 2019-20. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 ENGINEER'S REPORT ccc1920_PER - 3 - Francisco & Associates, Inc. SECTION II ENGINEER'S REPORT PREPARED PURSUANT TO THE PROVISIONS OF THE LANDSCAPING AND LIGHTING ACT OF 1972 SECTIONS 22500 THROUGH 22679 OF THE CALIFORNIA STREETS AND HIGHWAYS CODE CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT (LL-2) FISCAL YEAR 2019-20 Pursuant to Part 2 of Division 15 of the Streets and Highways Code of the State of California, and in accordance with the Resolution of Intention, being Resolution No. 2019/___, adopted May 7, 2019, and the Resolution of Initiation, being Resolution No. 2019/84 adopted March 26, 2019, by the Board of Supervisors of Contra Costa County, State of California, in connection with the proceedings for: CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT (LL-2) HEREIN AFTER REFERRED TO AS THE “ASSESSMENT DISTRICT” I, Carl J. Roner, P.E., the duly appointed ENGINEER OF WORK, submits herewith the "Report" consisting of five (5) parts as follows: PART A - PLANS AND SPECIFICATIONS This part describes the improvements to be maintained within the District. Plans and specifications for the improvements are on file in the Public Works Department. PART B - ESTIMATE OF COST This part contains an estimate of the cost of the administration, maintenance, operations and servicing of the improvements in each Benefit Zone as described in Part A (Plans and Specifications). This part includes the projected expenses for Fiscal Year 2018-19 in addition to the proposed budget for Fiscal Year 2019-20 for each of the Benefit Zones. The detailed budget information is on file in the Public Works Department. PART C - ASSESSMENT DISTRICT DIAGRAM This part incorporates by reference a diagram of the District showing the exterior boundaries of the District, the boundaries of any Benefit Zones within the District and the lines and dimensions of each lot or parcel of land within the District. The diagram has been prepared by County staff and submitted to the Contra Costa County Clerk of the Board of Supervisors. The lines and dimensions of each lot or parcel within the District are those lines and dimensions shown on the maps of the Contra Costa County Assessor for the year when this Report was prepared. The Assessor's maps and records are incorporated by reference herein and made part of this Report. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 ENGINEER'S REPORT ccc1920_PER - 4 - Francisco & Associates, Inc. PART D - METHOD OF APPORTIONMENT OF ASSESSMENT This part contains the method of apportionment of assessments, based upon parcel classification of land within the District, in proportion to the estimated benefits to be received. PART E - PROPERTY LIST AND ASSESSMENT ROLL This part contains a list of the parcels and proposed assessment amount on each benefited lot or parcel of land within the District. The list is keyed to the records of the Contra Costa County Assessor, which are incorporated herein by reference and is filed in the Office of the Contra Costa County Clerk of the Board of Supervisors. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 5 - Francisco & Associates, Inc. PART A PLANS AND SPECIFICATIONS The facilities, which have been constructed within each of the Benefit Zones within the District, and those which may be subsequently constructed, will be operated, maintained and serviced as generally described as follows: DESCRIPTION OF IMPROVEMENTS FOR THE CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT (LL-2) FISCAL YEAR 2019-20 The improvements consist of the construction, operation, maintenance, and servicing of landscaping, irrigation, lighting (not street lighting except in special cases), park and recreational facilities, and appurtenant facilities including but not limited to: personnel, electrical energy, utilities such as water, materials, contractual services, and other items necessary for the satisfactory operation of these services and facilities as described below: Landscaping The landscaping facilities consist of, but are not limited to: landscaping, planting, shrubbery, trees, irrigation systems, hardscapes, sidewalks, trails, lighting, and appurtenant facilities including, but not limited to playground equipment, play courts, and public restrooms, located within the public rights-of-way, parkways, parks, County building grounds, and designated easements within the boundaries of the District. Park and Recreation Facilities The operation and maintenance of park and recreational facilities includes, but is not limited to: lights, playground equipment, play courts, community center buildings, and public restrooms and associated appurtenant facilities located within the boundaries of the District. On the following pages is a detailed description of the improvements that are being operated, maintained, and serviced throughout each Benefit Zone within the District. In addition, Appendix B (Assessment Diagrams), provides a detailed diagram of each Benefit Zone’s improvements. The number indicating the improvements listed in each Benefit Zone on the following pages corresponds to the numbers on each Assessment Diagram in Appendix B. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 6 - Francisco & Associates, Inc.  Zones 1, 2, and 4 (Lynbrook Development - Bay Point Area) Landscaping, irrigation, recreational facilities, and related improvements located along the following roadways and within the following parks: 1. Port Chicago Highway (approximately 1,600 linear feet); 2. Kevin Drive (approximately 3,600 linear feet on the north side and approximately 2,600 linear feet on the south side); 3. Lynbrook Street (approximately 1,050 linear feet on the north side and approximately 850 linear feet on the south side); 4. Willow Pass Road (approximately 900 linear feet); and 5. Lynbrook Park *(4.13 acres within the Lynbrook development) includes all playground equipment, ambient lighting and related improvements. Location: Kevin Drive and Port Chicago Highway. *Please note: Ambrose Recreation & Park District is responsible for the maintenance of Lynbrook Park per the June 26, 2012 Joint Power of Agreement (JEPA) between the County and Ambrose.  Zone 3 (Hickory Meadows - Bay Point Area) Landscaping, irrigation, recreational facilities, and related improvements located along the following roadways and within the following parks: 1. Hickory Meadows Park *(0.37 acres) located at the intersection of Winterbrook Drive and Summerfield Drive. *Please note: Ambrose Recreation & Park District is responsible for the maintenance of Hickory Meadows Park per the June 26, 2012 Joint Power of Agreement (JEPA) between the County and Ambrose.  Zone 5 (Pacheco Beautification Project – Pacheco Area) Landscaping, irrigation, recreational facilities, and related improvements located along the following roadways and within the following parks: 1. Pacheco Boulevard median island improvements that were installed as part of the Beautification Project (between Center Avenue and Second Street); and 2. Pacheco Creekside Park trail (1.61 acres).  Zone 7 (Pleasant Hill/BART – Contra Costa Centre Area) Landscaping, irrigation and related improvements located within: 1. Various median islands within Las Juntas Way, Coggins Road, Jones Road, Wayne Drive, Treat Boulevard, and Oak Road; and 2. Fox Creek Park (0.50 acres). Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 7 - Francisco & Associates, Inc.  Zone 10 (Viewpointe - Bay Point Area) Landscaping, irrigation, and related improvements located within: 1. Open Space - Slope easement areas (up to 10 feet); 2. Paved walking trails (located on Pomo Street and the slope behind Skyharbour Lane); 3. Viewpointe Park *(a.k.a. Lehman Park – 0.08 acres). Location: Pomo Street and Seacliff Place; 4. Landscaping at the end of Skyharbour Lane and Waterview Place cul-de-sacs; and 5. Frontage landscaping on the north side of Evora Road. *Please note: Ambrose Recreation & Park District is responsible for the maintenance of Viewpointe Park per the June 26, 2012 Joint Power of Agreement (JEPA) between the County and Ambrose.  Zone 11 (Hilltop Commons - San Pablo Area) Landscaping, irrigation, and related improvements located within: 1. Approximately 2,040 square feet of landscaping along the southeast side frontage along San Pablo Avenue between Kay Road and Crestwood Drive located between the sidewalk and the fence; and 2. Median along San Pablo Avenue between Kay Road and Crestwood Drive.  Zone 17 (Shadow Creek – Danville Area) Landscaping, irrigation, and related improvements located along: 1. Camino Tassajara on the north side, adjacent to the sidewalk areas, and the entry post areas located at Shadow Creek Drive and Knollview Drive.  Zone 18 (Pacheco Manor – Pacheco Area) Landscaping, irrigation, and related improvements located along: 1. The frontage next to Pacheco Manor soundwall along Pacheco Boulevard; and 2. The frontage next to Pacheco Manor fence along the east side of Temple Drive.  Zone 19 (Hidden Pond – Reliez Valley/Martinez Area) Landscaping, irrigation, and related improvements located along the following roadways: 1. The frontage of Reliez Valley Road, (approximately 1,500 linear feet); and 2. The frontage of Hidden Pond Road, (approximately 1,000 linear feet).  Zone 21 (Kensington - Kensington Area) Landscaping, irrigation, and related improvements located within: 1. The six (6) roadway medians along Arlington Avenue; 2. The Colusa Traffic Circle; 3. The Kensington sign area; and 4. The frontage landscape on both sides of Arlington Avenue between Ardmore Road and Coventry Road. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 8 - Francisco & Associates, Inc.  Zone 22 (Seabreeze – Bay Point Area) Landscaping, irrigation, and related improvements located along the following roadways and within the open space include: 1. Landscaping frontage on the north side of Evora Road and median along Saint Tropez; 2. Open Space along the perimeter of Seabreeze subdivision and Subdivision 8330; 3. Open space on perimeter of Parcel A located at the corner of Evora Road and Mota Drive; 4. Landscaping at the ends of Beaulieu Court and Beaulieu Place; 5. Landscaping at Rapallo Lane at Savona Way entry area; and 6. Landscaping along south side of Savona Way.  Zone 27 (Bettencourt Ranch and Somerset– Danville Area) Landscaping, irrigation and related improvements located along the Camino Tassajara frontage of Bettencourt Ranch and Somerset Subdivisions: 1. Planting strips along Camino Tassajara between the curb and sidewalk (the slopes north of Camino Tassajara Road in this area are the property of the Bettencourt HOA and the responsibility of the Bettencourt HOA); 2. Medians along Camino Tassajara between Buckingham Drive and Mansfield Drive. In Fiscal Year 2004-05, Zone 27A was created at a lower rate for those homeowners in Tract 7763 – due to the fact they are on a private street and have a reduced level of landscaping.  Zone 35 (Sandy Cove Shopping Center – Discovery Bay Area) Landscaping, irrigation, pedestrian trail, and related improvements located within the public right of way and trail easements; 1. Three (3) Bixler Road median islands adjacent to Sandy Cove Shopping Center; and 2. A pedestrian trail between the Sandy Cove Shopping Center and Newport Drive including two (2) footbridges and necessary appurtenances. *Please note: Discovery Bay Community Services District is responsible for the maintenance of the landscapes described in this section, per an October 28, 2008 Landscape Maintenance Agreement with Contra Costa County.  Zone 36 (Alamo Beautification - Alamo Area) Landscaping, irrigation, recreational facilities, and related improvements along/within Danville Boulevard, Livorna Road, Miranda Avenue, and Stone Valley Road. These improvements include: 1. Median islands at the intersection of Stone Valley Road and Green Valley Road; 2. Trees related to the “Danville Boulevard of Trees” project; 3. Stone Valley Road landscaping. Phase I – North side of Stone Valley Road from Stone Valley Way to Austin Lane. South side from Alamo Ranch Road, approximately 280 linear feet east and south side from High Eagle Road, approximately 760 linear feet West; Phase II – Full responsibility for areas between Austin Lane and St. Paul Drive, excluding the Phase I area described above; 4. Additional litter pickup and sidewalk and jogging path cleanup along Danville Boulevard, Livorna Road, Miranda Avenue and Stone Valley Road. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 9 - Francisco & Associates, Inc.  Zone 37 (Clyde - Clyde Area) Landscaping, irrigation, recreational facilities, and related improvements within: 1. Clyde Park (2.0 acres, located on Norman Avenue); 2. Marie Porter Park (0.22 acres, located on Kilburn Street and Norman Avenue); 3. Big Oak Tree Park (.25 acres, located on Kilburn Street at the intersection of Wellington Avenue); and 4. Maybeck Park (0.07 acres, located on Medburn Street and Amy Lane).  Zone 38 (Rodeo - Rodeo Area) Landscaping, irrigation, recreational facilities, and related improvements, including trails and picnic facilities. These improvements include: 1. The approximately 11-acre Lefty Gomez Ballfield Complex (located at 470 Parker Avenue); 2. Maintenance of the “Rodeo” signboard area at the corner of San Pablo Avenue and Willow Avenue (up to the Hercules city limit); 3. Parker Avenue trees along the west and east side frontage from First Street south to Sixth Street; 4. The 3-mile long Rodeo Creek Trail Corridor (from Investment Street south to the footbridge at Mariners Point and Seacliff Court); and 5. Pedestrian footbridge located at Highway 80 and Willow Avenue.  Zone 42 (California Skyline - Bay Point Area) Landscaping, irrigation, recreational facilities, and related improvements located within the public right-of-way along: 1. The frontage along the north side of Evora Road; 2. Boeger Park* (0.57 acres, located on Caskey Street); 3. The public paths located between lots 40/41, 28/46, 1/Evora Road and 27/Evora Road of Subdivision 7838; 4. Both sides of Driftwood Drive from Jill Avenue to Coastview Court and within the median islands; 5. Tradewinds Park* (0.72 acres, located at Tradewinds Court), including the landscape area on the northeast and southwest corner of Coastview and Tradewinds Courts. *Please Note: Ambrose Recreation & Park District is responsible for the maintenance of Boeger and Tradewinds Parks per the June 26, 2012 Joint Power of Agreement (JEPA) between the County and Ambrose.  Zone 45 (Alamo Villas – Alamo Area) Landscaping, irrigation, and related improvements located within the public right-of-way along: 1. The median island, approximately 120 linear feet along Danville Boulevard by Tract 7559. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 10 - Francisco & Associates, Inc.  Zone 48 (Oakgate Drive – Danville Area) Landscaping, irrigation, and related improvements within the public right-of-way along: 1. Oakgate Drive; and 2. The north side frontage of Camino Tassajara from 600’ west of Oak Gate Drive to Hansen Lane (approximately 725 linear feet).  Zone 54 (Alamo Country – Alamo Area) Landscaping, irrigation, and related improvements located within the public right-of-way along: 1. Livorna Road and Miranda Avenue, fronting Subdivisions 7601 and 7818, totaling approximately 4,320 linear feet. Landscaping varies in width from 23 feet to 170 feet; and 2. A financial contribution of approximately $871 (93 units * $9.36) for the Zone 36 medians.  Zone 57 (Pacific Waterways – Discovery Bay Area) Landscaping, irrigation, recreational facilities, and related improvements within the public right-of-way, landscape and pedestrian pathway easements, parking parcels, and a park parcel: 1. Regatta Park (4.83 acres, AKA Tyler Memorial Park, located on Sailboat Drive); 2. Public right-of-way along Highway 4 and Bixler Road, fronting Subdivisions 7679, 7907, 7908, 7909 and 7881, totaling approximately 3,680 linear feet; 3. Porthole Drive medians and frontage on both sides of approximately 340 linear feet each (totaling 1,020 linear feet); 4. Entry area at Bixler Road and Regatta Drive; 5. Parking bays and associated landscape; and 6. A short pedestrian path connecting Yacht Drive to Bixler Road. *Please note: Discovery Bay Community Services District is responsible for the maintenance of the landscapes and Regatta Park as described in this section, per an October 28, 2008 Landscape Maintenance Agreement with Contra Costa County.  Zone 61 (Discovery Bay West – Discovery Bay Area) Landscaping, irrigation, recreational facilities, and related improvements along the following roadways and within the following parks: 1. The public right-of-way frontage and medians along Newport Drive from Bixler Road to Newport Lane; 2. The public right-of-way frontage and medians along all of Preston Drive; 3. Frontage along both sides of Point of Timber Road adjacent to the Discovery Bay West development; 4. Slifer Park (5.83 acres); 5. Landscaping associated with the Park-n-Ride Lot located at Bixler Road; and 6. Frontages along Bixler Road Village I, Bixler Road Village II, Bixler Road Village III and Bixler Road Village IV. *Please note: Discovery Bay Community Services District is responsible for the maintenance of the landscapes and Slifer Park as described in this section, per an October 28, 2008 Landscape Maintenance Agreement with Contra Costa County. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 11 - Francisco & Associates, Inc.  Zone 63 (Parkway Estates - North Richmond Area) Landscaping, irrigation, and related improvements within: 1. Parkway Estates Park (0.32 acres, located on Malcom Drive).  Zone 64 (California Reflections – Pinole Area) Landscaping, irrigation, and related improvements consisting of approximately 231 linear feet located within: 1. The public right-of-way fronting San Pablo Avenue; and 2. The public right-of-way fronting Eire Drive. The landscape improvements vary in width from 15 feet to 30 feet.  Zone 68 (Wendt Ranch* – Danville Area) Landscaping, irrigation, and related improvements located within the public right-of-way and medians along: 1. Camino Tassajara median islands and frontage along the subdivision; and 2. Creekview Drive entry area, including the median island. The Creekview Drive and other parkway strips are specifically excluded. *Please Note: There are parks and landscaping located in the interior sections of this Zone which are owned and maintained by a homeowner’s association per conditions of approval and therefore the maximum assessment rate did not include these interior areas of maintenance and they are not the responsibility of the District.  Zone 69 (Alamo Creek* – Danville Area) Landscaping, irrigation, and related improvements located within the public right-of-way and medians along: 1. Camino Tassajara median from Knolls Creek Road east to soccer field entrance; 2. Camino Tassajara south side frontage from Knolls Creek Road east to soccer field entrance; 3. Charbray Street median and park strips from Camino Tassajara south to the trailhead (including bio filtration strips); 4. Massara Street median and park strips from Charbray Street to Drysdale Street; and 5. Casablanca Street park strips from Knolls Creek south to Charbray Street. *Please Note: There are parks and landscaping located in the interior sections of this Zone, which are currently owned and maintained by a homeowner’s association per conditions of approval. However, the maximum assessment rate, when established, included these interior areas as being maintained and operated by the District. Therefore, if the homeowner’s association fails to maintain these interior sections to County standards, the County may take over maintenance of these areas and increase the assessment to its maximum allowable rate. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 12 - Francisco & Associates, Inc.  Zone 70 (Intervening Properties – Danville Area) Landscaping, irrigation and related improvements located within the public right-of-way and medians along: 1. South side frontage from Hansen Lane east to the limits of the Intervening Properties development; 2. Monterosso Street west and east side street frontages and medians from Camino Tassajara south to Casablanca Street; 3. Casablanca Street frontage from Menton Street east to the Alamo Creek tributary bridge; 4. Entry monument on Camino Tassajara and Monterosso Street; and 5. Camino Tassajara median islands from Hansen Lane to Knollview Drive. *Please Note: There are parks and landscaping located in the interior sections of this Zone which are owned and maintained by a homeowner’s association and therefore the maximum assessment rate did not include these interior areas of maintenance and they are not the responsibility of the District.  Zone 71 (Diablo Vista Ballfields* – Danville Area) Landscaping, irrigation, and related improvements at: 1. 15 Acre Diablo Vista Ballfield. *Please Note: Per the December 15, 2009 Joint Exercise of Powers Agreement between the Town of Danville, San Ramon Valley Unified School District (SRVUSD), and Contra Costa County, SRVUSD is responsible for enhanced maintenance of this area.  Zone 74 (Bella Flora* – Richmond Area) Landscaping, irrigation, and related improvements located within the public right-of-way along: 1. Martin Drive, east side frontage; 2. Ellison Lane, south side frontage; 3. Spears Circle Park (0.50 acres, located at intersection of Malcolm Drive and Spears Circle); *Please Note: There are parks and landscaping located in the interior of Subdivision 9293 which are planned to be owned and maintained by a homeowner’s association and therefore the maximum assessment rate did not include these interior areas of maintenance and they are not the responsibility of the District. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART A ccc1920_PER - 13 - Francisco & Associates, Inc.  Zone 75 (Belmont Terrace* – Pacheco Area) Landscaping, irrigation and related improvements located within the public right-of-way along: 1. Pacheco Boulevard frontage from Falling Star Drive to Little Valley Road; and 2. North side of Pacheco Boulevard frontage fronting Subdivision 8967. *Please Note: There are parks and landscaping located in the interior of Subdivisions 8967 and 8984 which are owned and maintained by a homeowner’s association and therefore the maximum assessment rate did not include these interior areas of maintenance and they are not the responsibility of the District. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART B ccc1920_PER - 14 - Francisco & Associates, Inc. PART B ESTIMATE OF COST The Landscaping and Lighting Act of 1972 provides that the total cost of construction, operation, maintenance, and servicing of the public landscaping, irrigation, lighting (not street lighting except in special cases), and park facilities can be recovered by the District. Incidental expenses including administration of the District, engineering fees, legal fees, and all other costs associated with the construction, operation and maintenance, and servicing of the District can also be included. Benefit zones 1, 2, 4, 10, and 45 are anticipated to have negative fund balances at the end of Fiscal Year 2019-20. In an effort to reduce the negative balances each year, there may be a temporary reduction of services in those areas of the County. Eventually these Zone balances will not be negative and will begin to build reserves for incidental costs and improvements within the Benefit Zone. The estimated Fiscal Year 2019-20 expenditures and assessment revenue for the proposed District facilities have been provided by the County and are summarized in Table 2 on the following page: Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART B ccc1920_PER - 15 - Francisco & Associates, Inc. Legend: PWGM = Public Works Grounds Maintenance HOA = Homeowners Association SRVUSD = San Ramon Valley Unified School District Ambrose = Ambrose Recreation & Park District Discovery Bay CSD = Discovery Bay Community Services District A detailed “Special Districts Worksheet” for each Benefit Zone is shown in Appendix “A” of this Report. The worksheets provide actual revenues and estimated expenditure details for Fiscal Year 2018-19 and proposed revenue and expenditure details for Fiscal Year 2019-20. Public playground safety and accessibility standards are mandated by two legal requirements. The Americans with Disabilities Act (ADA) of 1990 became effective in 1992 and required all public facilities (including playgrounds) be free of architectural barriers to access by January 1, 1995. Secondly, California Playground Safety Regulations R-39-97, mandated compliance with federal playground safety standards by the year 2000. This law requires that all playground equipment areas accessible to the public be audited/inspected for safety. These standards are established by the American Society for Testing and Materials (ASTM) in their document "Standard Consumer Safety Performance Specification for Playground Equipment for Public Use", and by the federal Consumer Products Safety Commission (CPSC) in their document "Public Playground Handbook Table 2: FY2019-20 Summary Zone Zone Description Number of Parcels June 30, 2019 Projected Fund Balance FY 2019-20 Revenue FY 2019-20 Expenditures FY 2019-20 Capital Projects FY 2019-20 Operating Reserves Maintained By 1, 2, 4 Lynbrook Development 684 ($59,999.35) $61,327.84 ($54,309.12) $0.00 $0.00 PWGM/Ambrose 3 Hickory Meadows 78 $29,179.11 $14,046.24 ($7,755.00) $28,447.23 $7,023.12 Ambrose 5 Pacheco Beautification 908 $134,604.36 $61,196.08 ($60,266.00) $105,086.40 $30,448.04 PWGM 7 Pleasant Hill BART 253 $30,744.56 $82,258.64 ($78,767.00) $0.00 $34,236.20 Contra Costa Centre 10 Viewpointe 119 ($58,041.13) $18,071.34 ($15,423.00) $0.00 $0.00 PWGM/Ambrose 11 Hilltop Commons 1 $23,006.78 $6,000.00 ($2,751.00) $23,255.78 $3,000.00 PWGM 17 Shadow Creek 477 $167,475.68 $72,550.00 ($97,058.00) $107,192.68 $35,775.00 PWGM 18 Pacheco Manor 22 $1,854.43 $3,870.68 ($2,740.70) $1,113.76 $1,870.65 PWGM 19 Hidden Pond 130 $22,021.60 $26,000.00 ($26,664.50) $8,357.10 $13,000.00 PWGM 21 Kensington Area 2,257 $19,846.32 $30,660.74 ($26,929.00) $8,247.69 $15,330.37 PWGM 22 Seabreeze 154 $45,547.21 $44,660.00 ($50,197.40) $17,679.81 $22,330.00 PWGM 27 Bettencourt Ranch & Somerset 572 $11,607.08 $79,193.28 ($67,257.36) $0.00 $23,543.00 PWGM 35 Sandy Cove Shopping Center 9 $267,880.15 $36,757.56 ($26,617.44) $259,641.49 $18,378.78 Discovery Bay CSD 36 Alamo Beautification 5,509 $57,088.39 $51,392.00 ($50,356.28) $32,914.83 $25,209.28 PWGM 37 Clyde Area 286 $12,205.94 $12,135.04 ($13,215.56) $5,057.90 $6,067.52 PWGM 38 Rodeo Area 2,565 ($6,238.40) $84,831.34 ($78,592.94) $0.00 $0.00 PWGM 42 California Skyline 343 $43,824.40 $72,030.00 ($72,023.44) $7,815.96 $36,015.00 PWGM/Ambrose 45 Alamo Villas 10 ($3,294.58) $1,200.00 ($930.44) $0.00 $0.00 PWGM 48 Mrack Road 72 $24,636.91 $35,280.00 ($38,397.95) $3,878.96 $17,640.00 PWGM 54 Alamo Country 93 $42,691.17 $38,550.36 ($36,908.15) $25,058.20 $19,275.18 PWGM 57 Pacific Waterways 379 $22,842.19 $87,549.00 ($84,972.24) $0.00 $25,418.95 Discovery Bay CSD 61 Discovery Bay West 1,925 $284,913.37 $300,683.20 ($251,120.40) $184,134.57 $150,341.60 Discovery Bay CSD 63 Parkway Estates 87 $60,561.23 $20,010.00 ($18,789.78) $51,776.45 $10,005.00 PWGM 64 California Reflections 31 $62,177.47 $7,750.00 ($7,425.69) $58,626.78 $3,875.00 PWGM 68 Wendt Ranch 125 $11,976.73 $625.00 ($571.68) $11,717.55 $312.50 HOA 69 Alamo Creek 810 $55,294.88 $4,209.10 ($1,716.70) $55,682.73 $2,104.55 HOA 70 Intervening Properties 379 $86,142.75 $85,200.00 ($83,956.11) $44,786.64 $42,600.00 PWGM 71 Diablo Vista Ballfields 1,059 $5,361.51 $126,801.00 ($126,055.12) $0.00 $6,107.39 SRVUSD 74 Bella Flora 176 $260,140.10 $60,520.00 ($57,584.06) $232,816.04 $30,260.00 PWGM 75 Belmont Terrace 219 $7,985.11 $821.58 ($652.17)$7,743.73 $410.79 HOA 19,732 $1,664,035.97 * $1,526,180.02 ($1,440,004.23) $1,281,032.28 $580,577.92 *The Fiscal Year 2019-20 revenue includes the proposed assessment revenue of $1,524,009.54 and $2,170.48 in other revenues for all associated zones. Other revenues include earnings on investments and interfund transfers for Zones 5, 17 and 36. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART B ccc1920_PER - 16 - Francisco & Associates, Inc. for Safety". Landscape and lighting zones that have existing playground equipment that does not meet these federal and state guidelines must either retrofit or replace that equipment. The Landscaping and Lighting Act of 1972 requires that a special fund be set up for the revenues and expenditures of each Benefit Zone. Funds raised by the assessments shall only be used for the purpose as stated herein. A contribution to each Benefit Zone by Contra Costa County may be made to reduce the assessments, as the Board of Supervisors deems appropriate. Any balance remaining on July 1 at the end of the fiscal year must be carried over to the next fiscal year. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART C ccc1920_PER - 17 - Francisco & Associates, Inc. PART C ASSESSMENT DISTRICT DIAGRAM The boundaries of the Countywide Landscaping District (LL-2) are completely within the boundaries of Contra Costa County. The Assessment Diagram for the Countywide Landscaping District (LL-2) is on file in the Office of the Contra Costa County Clerk of the Board of Supervisors and the Contra Costa County Public Works Department. The lines and dimensions of each lot or parcel within the District are those lines and dimensions shown on the maps of the Contra Costa County Assessor, for the year when this report was prepared, and are incorporated by reference herein and made part of this Report as shown in Appendix “B”. Assessment District 1979-3 (LL-2)Contra Costa County Zone 38 Zone 64Zone 11 Zone 74Zone 63 Zone 21 Zone 37 Zone 42 Zone 22Zone 18 Zone 5 Zone 19 Zone 7 Zone 54 Zone 36 Zone 27 Zone 17 Zone 71Zone 70Zone 48 Zone 69Zone 68 Zone 1,2 & 4Zone 3 Zone 10 Zone 61 Zone 35Zone 57 Zone 75 N:\Contra\FY18 -19\LL-2\Diagrams\Zones_overview.pdf (Last Update 2016-04-0 8 SA) Zone 45 ZONE DESCRIPTION 1, 2, & 43571011171819212227353637384245485457616364686970717475 Lynbrook D evelopment, Bay P oin t A reaHickory Mea dows, Bay Point AreaPacheco Beautification, Pa checo AreaPleasant Hill/BART, Contra Costa Centre AreaViewpointe, Bay Poin t A reaHilltop Com mons, San Pa blo A reaShadow Creek, D anville A reaPacheco M anor, Pa checo AreaHidden P ond, Reliez V alley/Martinez AreaKensington, K ensin gton AreaSeabreeze, Bay Point AreaBettencourt Ranch a nd Somerset, D anville A reaSandy Cove Shopping Center, D iscovery Bay A reaAlamo Beautification , Alamo A reaClyde, Clyde A reaRodeo, Rodeo A reaCalifornia Skylin e, Bay Point AreaAlamo Villa s, A la mo AreaMrack Road, Danv ille AreaAlamo Coun try, Alamo A reaPacific Waterways, D iscovery Bay AreaDiscovery Ba y West, Disc overy Bay AreaParkway Estates, North Rich mond AreaCalifornia Reflections, Pin ole A reaWendt Ra nch, D anville A reaAlamo Creek, D anville A reaIntervening Properties, Dan ville AreaDiablo Vista Ballfields, D anv ille AreaBella F lora, Richm ond AreaBelmont Terra ce, Pach eco Area Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 19 - Francisco & Associates, Inc. PART D METHOD OF APPORTIONMENT OF ASSESSMENT This section explains the benefits to be derived from the improvements and the methodology used to apportion the total assessments to the properties within the District. The method used for apportioning the assessment is based upon the relative special benefits to be derived by the properties in each Benefit Zone of the District over and above the general benefits conferred on real property to the public at large. The assessment is apportioned to each parcel in proportion to the relative cost of the special benefits from the improvements. Discussion of Benefit Part 2 of Division 15 of the Streets and Highways Code, the Landscaping and Lighting Act of 1972, permits the establishment of assessment districts by agencies for the purpose of providing certain public improvements, which include the operation, maintenance, and servicing of landscaping, and street lighting improvements. Section 22573 of the Landscaping and Lighting Act of 1972 requires that maintenance assessments must be levied according to benefit rather than according to assessed value. This Section states: "The net amount to be assessed upon lands within an assessment district may be apportioned by any formula or method which fairly distributes the net amount among all assessable lots or parcels in proportion to the estimated benefit to be received by each such lot or parcel from the improvements." “The determination of whether or not a lot or parcel will benefit from the improvements shall be made pursuant to the Improvement Act of 1911 (Division 7 (commencing with Section 5000)) [of the Streets and Highways Code, State of California]." In addition, the Landscaping and Lighting Act of 1972 permits the designation of zones of benefit within any individual assessment district if "by reasons or variations in the nature, location, and extent of the improvements, the various areas will receive different degrees of benefit from the improvement" (Sec. 22574). Thus, the Landscaping and Lighting Act of 1972 requires the levy of a true "assessment" rather than a "special tax." Article XIIID, Section 4(a) of the California Constitution (also known as Proposition 218, approved by the California voters in November 1996) limits the amount of any assessment to the proportional special benefit conferred on the property. “No assessment shall be imposed on any parcel which exceeds the reasonable cost of the proportional special benefit conferred on that parcel.” In addition, Article XIIID also provides that publicly owned properties must be assessed unless there is clear and convincing evidence that those properties receive no special benefit from the assessment. Exempted from the assessment would be the areas of public streets, public avenues, public lanes, public roads, public drives, public courts, public alleys, public easements and rights- Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 20 - Francisco & Associates, Inc. of-ways, public greenbelts and public parkways, and that portion of public property that is not developed and used for business purposes similar to those for private, commercial, industrial and institutional activities. Special versus General Benefit On November 5, 1996 California voters approved Proposition 218 entitled "Right to Vote On Taxes Act" which added Articles XIIIC and XIIID to the California Constitution. While its title refers only to taxes, Proposition 218 establishes new procedural requirements for fees, charges and benefit assessments. These new procedures stipulate that even if charges or benefit assessments are initially exempt from Proposition 218, future increases in the charges or benefit assessments must comply with the provisions of Proposition 218. However, if the future increase in the charge or benefit assessment were anticipated in the charge or benefit assessment formula when approved by property owners (e.g., consumer price index increases or a predetermined cap) then the future increase in the charge or benefit assessment would be in compliance with the intent and provisions of Proposition 218. Proposition 218 provides that “only special benefits are assessable” and defines a special benefit as a particular and distinct benefit conferred on real property and not a general benefit received by the public at large. Parcels located within the boundaries of the District will be assessed for the operation, maintenance and capital replacement costs associated with landscaping and park improvements as described herein, if they receive a special and direct benefit from the improvements. Furthermore, the identification and separation of general benefits from the special benefits follows for the District and the associated Benefit Zones. In the absence of an annual assessment, the improvements in each Benefit Zone of the District would not be provided, therefore the improvements are “over and above” what is being provided in other portions of the County as part of the Public Works Facilities Division. All assessment proceeds derived from each Benefit Zone are utilized to fund the cost of providing a level of tangible “special benefits” in the form of proximate landscaping and other permanent public improvements. The assessments are also structured to provide specific improvements within each Benefit Zone, further ensuring that the improvements funded by the assessments are of specific and special benefit to property within each Benefit Zone. Specific benefits conferred on property include:  Unique proximity to improved landscaped areas;  Access to improved landscape and park areas;  Improved aesthetic views within each Benefit Zone; and  Extension of a property’s outdoor area due to the properties being in close proximity to the landscape and park improvements. Properties outside the District’s Benefit Zones do not enjoy the unique proximity, access, views and other special benefits described previously. Moreover, many of the homes and other improvements on parcels in the Benefit Zones would not have been built if the assessments were not established, because an assessment for public landscaping and parks was a condition of approval for the associated developments. Without the annual assessments, the public Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 21 - Francisco & Associates, Inc. improvements and annual maintenance provided within the Benefit Zones would not exist and the areas would turn into unmaintained and unusable public improvements and public lands. If this happened, it would create a significant and material negative impact on the desirability, utility and value of property in the Benefit Zone. The improvements are, therefore, clearly above what otherwise would be provided. In fact, it is reasonable to assume that if assessments were not collected and the improvements were not maintained as a result, properties in the Benefit Zones would decline in desirability, utility and value by significantly more than the amount of the assessments. Although these improvements may be available to the public at large, the public landscaping, parks, and other public improvements in each Benefit Zone of the District were specifically designed, located and created to provide additional and improved public resources for the direct advantage of property inside each Benefit Zone, and not the public at large. The boundaries of the Benefit Zones have been narrowly drawn to include only those parcels that receive a direct advantage from the improvements. In addition to the special and direct benefits the property owners receive within each of the Benefit Zones from these enhanced landscaping and park improvements, there are also some incidental visual benefits received by vehicular and pedestrian traffic, or flow-through traffic which may pass by the landscaping and park improvements within the District. Even though these are incidental benefits, they must be accounted for and cannot be assessed to the properties within the District and each associated Benefit Zone. Therefore, based on flow-through traffic, it is conservatively estimated that approximately 99% of the annual cost to operate and maintain the landscaping and park improvements would be a special and direct benefit to the parcels within the District and one percent of the annual cost to operate and maintain the landscaping and park improvements would be a general benefit. It is therefore concluded that all the landscape improvements funded by the assessments confer special benefits to the identified benefiting properties located within the District and each associated Benefit Zone and that the value of the special benefits from such improvements to property in the Benefit Zones reasonably exceeds the cost of the assessments for every assessed parcel in a Benefit Zone. In other words, as required by Proposition 218, the reasonable cost of the proportional special benefit conferred on each parcel reasonably exceeds the cost of the assessments. Furthermore, the County owns, maintains, rehabilitates and replaces curb and gutter along the border of each of the Benefit Zone improvements. This curb and gutters serve to support, contain, retain, manage irrigation flow and plant growth, and provide a boundary for the improvements. The contribution from the County towards general benefit from the maintenance, rehabilitation and replacement of the curb and gutter is conservatively estimated to be at least one percent. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 22 - Francisco & Associates, Inc. PARKS BENEFIT DETERMINATION The overall quality of life and desirability of an area is enhanced when public parks and recreational facilities are in place, improved, operable, safe, clean and maintained. Conversely, property desirability decreases when park and recreational facilities are unsafe or destroyed by the elements or vandalism. Property desirability in an area also increases when there is an increase in the number of parks, recreation centers and sports facilities. These park and recreational facilities enable property owners to participate in sporting events, leisure activities, picnics, organized social events and other miscellaneous activities. Studies in a number of communities, including counties and cities throughout the United States, have indicated that recreation areas and facilities, if well maintained and wisely administered, have caused a marked increase in the property values of parcels in the community. Consequently, such recreation and park facilities have proved to be an important factor in maintaining a sound economic condition and a high standard of livability in the community. These studies confirm the opinion long held by planning authorities as to the economic value of parks and recreational facilities in a community. "The recreation value is realized as a rise in the value of land and other property in or near the recreation area, and is of both private interest to the landowner and others, holding an economic stake in the area, and of public interest to the taxpayers, who have a stake " (National Recreation and Park Association, June 1985) “Recreation and park amenities are central components in establishing the quality of life in a community… [businesses’] main resource is their employees for whom quality of life is an important issue. The availability and attractiveness of local parks and programs influences some company’s relocation decisions… the presence of a park encourages real estate development around it.” (California Parks & Recreation, Winter 1997) The benefit of parks and other recreational facilities to residential and commercial/industrial properties has been summarized by a number of studies. The United States Department of the Interior, National Park Service, in a publication of June 1984, concluded that:  "Parks and recreation stimulate business and generate tax revenues."  "Parks and recreation help conserve land, energy, and resources."  "An investment in parks and recreation helps reduce pollution and noise, makes communities more livable, and increases property values."  "Public recreation benefits all employers by providing continuing opportunities to maintain a level of fitness throughout one's working life, and through helping individuals cope with the stress of a fast-paced and demanding life." Proper maintenance and operation of the parks within the District benefits those properties within the service areas of the parks by providing environmental quality and recreational enhancement. The amount of benefit received will vary with the different land use on the property. There are two categories from which the total benefit of a parcel is derived: Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 23 - Francisco & Associates, Inc. 1. Environmental Quality Benefit. The improvement of the quality of air, visual aesthetics and attractiveness of the community as a place to live and work and do business. 2. Recreation Enhancement Benefit. The availability and access to usable and safe park and recreational facilities. Recent studies have shown that adequate park and recreation facilities and recreation programs help to reduce crime and vandalism. This results in savings to property owners and improved property values and promotes the well-being of the community. LANDSCAPING BENEFIT DETERMINATION Trees, landscaping, hardscaping, and appurtenant facilities, if well maintained, provide beautification, shade, and enhancement of the desirability of the surroundings. In Parkways and Land Values, written by John Nolan and Henry V. Hubbard in 1937, it is stated: "... there is no lack of opinion, based on general principals and experience and common sense, that parkways do in fact add value to property, even though the amount cannot be determined exactly. Indeed, in most cases where public money has been spent for parkways the assumption has been definitely made that the proposed parkway will show a provable financial profit to the City. It has been believed that the establishment of parkways causes a rise in real estate values throughout the City, or in parts of the City..." It should be noted that the definition of "parkways" above may include the roadway as well as the landscaping alongside the roadway. Proper maintenance and operation of the street landscaping provides beautification and enhancement of the desirability of surroundings. The Benefit Zones in the District enjoy a reputation for beauty, and the landscape improvements along the major thoroughfares in the medians and parkways enhance that reputation and benefit all parcels in each Benefit Zone. These major thoroughfares are the entryways into the various Benefit Zones and as such provide beautification to the entire Benefit Zone. ASSESSMENT METHODOLOGY The total operation, maintenance and servicing cost for the landscaping and public park facilities are apportioned in accordance with the methodology that is consistent with standard assessment engineering practices. The method for spreading the costs to each parcel is based on the Equivalent Dwelling Unit (EDU) factor, with the exception of Benefit Zone 7 assessments, which are assessed on potential floor area ratios for commercial/industrial parcels and Benefit Zone 35 assessments which are assessed on acreage. Since the assessment is levied on the owners of properties as shown on the tax rolls, the final charges must be assigned by Assessor's Parcel Number. If assessments were to be distributed by parcel, not considering land use, this would not be equitable because a single-family parcel would be paying the same as a 50-unit apartment parcel or a large commercial establishment. Therefore, Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 24 - Francisco & Associates, Inc. as previously stated, the total assessment costs are distributed to each parcel of land based on the number of EDUs associated with each particular parcel. Commercial and industrial parcels benefit similarly to residential parcels because of increased property values and the ability to have their workers and patrons use the park and recreational facilities. Commercial and industrial parcels are assessed based on their acreage because larger parcels have the ability to generate larger pedestrian flows. The methodology used to assign EDUs to other land uses in proportion to the benefit they receive relative to the single family residential parcel is shown below. Developed Single Family Residential - The developed single-family parcel has been selected as the basic unit for calculation of the benefit assessments. This basic unit shall be called an Equivalent Dwelling Unit (EDU). Parcels designated as developed single family residential uses per the Contra Costa County land use code are assessed one (1.00) EDU. Developed Multiple Residential - The EDUs for land designated as developed multi-family uses which includes townhomes, condominiums, mobile homes and apartments are assessed a factor of one-half (0.50) EDU per dwelling unit, e.g., a parcel with a 100-unit apartment would be assessed 50 EDUs. Based on data from representative cities in Northern California, the multiple family residential factor of fifty (50) percent is determined by the statistical proportion of relative trips generated from various types of residential uses, in combination with density per unit. Benefit Zones 18, 27 and 45 are assessed as 1.0 EDU per dwelling unit for townhomes and condominiums. Developed Commercial/Industrial, Recreational, Institutional, and Other Miscellaneous Uses - Developed commercial and industrial properties include commercial, industrial, recreational, institutional or miscellaneous uses per Contra Costa County land use codes. The parcels are assessed based upon their acreage. The parcels are assessed one (1.00) EDU for the first acre or any portion thereof, one (1.00) EDU/acre for each additional acre up to a maximum of three (3.00) EDUs. The minimum number of EDUs per parcel is one (1.00) EDU. Commercial, industrial, recreational, institutional or miscellaneous uses in Benefit Zone 7, both developed and undeveloped per Contra Costa County land use codes, are assessed based upon the potential floor area ratio of the parcel. The minimum rate per parcel will be one single family unit. Undeveloped Single Family Residential - Parcels defined as undeveloped single family residential parcels will be assessed at fifty (50) percent of the developed single-family rate or 0.50 EDU’s. Undeveloped Multiple Family Residential – The EDUs for land designated as undeveloped multi-family use which includes undeveloped townhomes, condominiums, mobile homes and apartments are assessed half of the developed EDU factor per planned dwelling unit. For example, a parcel that is planned for a 100-unit apartment complex would be assessed 25 EDUs. If the number of planned dwelling units are not known, then the rate is 0.50 EDUs/acre with a minimum of 0.50 EDUs and a maximum of 1.50 EDUs. Undeveloped Non-Single Family Residential - Parcels defined as undeveloped non-single family residential will be assessed at fifty (50) percent of the developed commercial/industrial Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 25 - Francisco & Associates, Inc. rate. These parcels include undeveloped commercial/industrial, recreational, institutional and other miscellaneous parcels. These parcels will be assessed at 0.50 EDUs per acre or any portion thereof, with a minimum of 0.50 EDU per parcel and a maximum of 1.50 EDUs per parcel (3.00 acres). Incremental acreage greater than 3.00 acres is considered to be open space area and therefore receives no further assessment. Undeveloped property is described as parcels with no improved structures. Property values increase for undeveloped parcels when public infrastructure improvements are installed and well maintained. Exempt - Exempted from the assessment would be the areas of all public streets, public avenues, public lanes, public roads, public drives, public courts, public alleys, all easements and rights-of- ways, all public parks, cemeteries, greenbelts and parkways, and all public school property, other public property, designated open space, and public utilities. Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 26 - Francisco & Associates, Inc. BENEFIT ZONE CLASSIFICATION As properties develop throughout the County, they are annexed into the District. A specific Benefit Zone may be created for these properties or they may be included within an existing Benefit Zone, which is unique and distinguishable from other Benefit Zones located within the District. Each Benefit Zone is evaluated to determine which improvements are of a specific and direct benefit to the parcels in that Benefit Zone. Once the improvements have been identified, a method of allocating those costs to the benefiting parcels is developed. The following is a listing of the various Benefit Zones in the District, their corresponding number of parcels/units in each Benefit Zone, and the method of apportioning the costs of the improvements. Some Benefit Zones include an increase each year as allowed by the assessment formula when the Benefit Zone was formed.  Zones 1, 2, and 4 (Lynbrook Development - Bay Point) Subdivisions 5354, 5380, 5533, 5534, 5695, 5696 (old 6622), and MS11-84. Formed: 1979 Zone 1: 329 parcels; Zone 2: 127 parcels; Zone 4: 228 parcels Single family parcels are assessed 1.00 EDU/parcel and multi-family units are assessed 0.50 EDUs/unit. FY 2019-20 Maximum Assessment Rate: $76.16 per EDU  Zone 3 (Hickory Meadows - Bay Point Area) - Subdivision 5573 Formed: September 1979 78 Parcels Single family parcels are assessed 1.00 EDU/parcel and multi-family units are assessed 0.50 EDUs/unit. FY 2019-20 Maximum Assessment Rate: $180.08 per EDU  Zone 5 (Pacheco Beautification Project – Pacheco Area) Formed: June 11, 2002 908 Parcels Zone 5 was formed in FY2002-03 with a maximum rate set at $46.50 per EDU + annual Consumer Price Index (CPI) increases for the San Francisco Bay Area - All Urban Consumers. The CPI starting index is 193.20 for June 30, 2002. The February 2019 CPI Index was 291.227, therefore the maximum rate is $70.10 per EDU. FY 2019-20 Maximum Assessment Rate: $70.10 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 27 - Francisco & Associates, Inc.  Zone 7 (Pleasant Hill/BART – Contra Costa Centre Area) Formed: July 30, 1985 253 Parcels Each of the parcels located within this zone will be assessed based upon their proportional share of benefit as follows: Residential property is assessed the FY 2019-20 maximum assessment rate of $16.12 per parcel Commercial parcels are assessed the FY 2019-20 maximum assessment rate of $.0291708 per potential or actual square foot, depending upon which amount is greater  Zone 10 (Viewpointe - Bay Point Area) Subdivision 6484 Formed: March 3, 1987 119 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. Single family parcels are assessed 1.00 EDU/parcel and multi-family units are assessed 0.50 EDUs/unit. FY 2019-20 Maximum Assessment Rate: $151.86 per EDU  Zone 11 (Hilltop Commons - San Pablo Area) LUP 2042-85 Formed: February 10, 1987 1 Parcel This zone consists of multiple family residential units and there is one (1) parcel associated with all the residential units. The total assessment for this zone is assessed to the underlying parcel. The maximum assessment is $6,000, and the parcel will be assessed $6,000 for FY2019- 20. FY 2019-20 Maximum Assessment Rate: $6,000 per parcel  Zone 17 (Shadow Creek – Danville Area) Subdivisions 7279, 7040 and 7041 Formed: April 25, 1989 477 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $150.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 28 - Francisco & Associates, Inc.  Zone 18 (Pacheco Manor – Pacheco Area) Subdivision 6958 Formed: June 7, 1988 22 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $175.94 per EDU  Zone 19 (Hidden Pond – Reliez Valley/Martinez Area) Subdivisions 6769, 7144, 7151, 7820, and 7821. Formed: August 7, 1990 Annexed Tract 7144: January 9, 1996 130 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $200.00 per EDU  Zone 21 (Kensington - Kensington Area) Formed: June 6, 1989 2,257 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment based upon their land use. Single family residential parcels located within the Kensington area shall be assessed $13.66/EDU. Multi-family/Residential units and Mobile Home units shall be assessed half the single-family rate per unit. Commercial will be assessed three times the single-family rate for each acre. FY 2019-20 Maximum Assessment Rate: $13.66 per EDU  Zone 22 (Seabreeze – Bay Point Area) Subdivisions 7152 and 8830 Formed: August 13, 1991 Subdivision 8830 annexed February 26, 2008 – 17 single family parcels 154 Total Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $290.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 29 - Francisco & Associates, Inc.  Zone 27 (Bettencourt Ranch and Somerset – Danville Area) Subdivisions 7188, 7277, 7278, 7280 and 7763 Formed: August 6, 1991 572 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. In Fiscal Year 2004-05, in order to spread the costs in proportion to the benefit each parcel receives, subzone “A” was developed. Subzone “A” is Tract 7763 which is on a private street and receives a reduced level of landscaping. Each of the 421 parcels not located within subzone “A” (subdivisions 7188, 7277, 7278 and 7280) will be assessed at the FY 2019-20 Maximum Assessment Rate of $150.00 per EDU Subzone “A” Each of the 150 parcels located within subzone “A” (subdivision 7763) will be assessed approximately seventy (70) percent of the full assessment rate of $150.00, which is $105.68 per EDU.  Zone 35 (Sandy Cove Shopping Center – Discovery Bay Area) MS 39-91, DP 3031-94 and Tract 8456 Formed: May 5, 1998 9 Parcels Reconfirmed: May 13, 2003 In February 2003 the rate for commercial parcels was re-confirmed based upon their net developable acreage at $1,434.92/acre + CPI increases for the San Francisco Bay Area – All Urban Consumers. The CPI starting index is 197.70 for February 2003. The February 2019 CPI Index is 291.227, therefore the maximum rate is $2,113.72 per acre. FY 2019-20 Maximum Assessment Rate: $2,113.72 per acre  Zone 36 (Alamo Beautification - Alamo Area) Formed: August 6, 1991 5,509 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $9.36 per single family parcel Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 30 - Francisco & Associates, Inc.  Zone 37 (Clyde - Clyde Area) Formed: July 23, 1991 286 Parcels Each of the parcels located in this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $41.76 per parcel  Zone 38 (Rodeo - Rodeo Area) Formed: July 23, 1991 2,565 Parcels Each of the parcels located in this zone will be assessed an equal share of the total assessment. In order to spread the costs in proportion to the benefit, two subzones have been developed. Subzone “A” Parcels located within Subzone “A” will be assessed at the FY 2019-20 Maximum Assessment Rate of $32.04 per EDU. Subzone “B” Parcels located within Subzone “B” (View Point Park (Tracts 4326, 4327, 4328, 4329 and 4958) Subdivision) will be assessed at eighty-five (85) percent of the full assessment rate. Since these subdivisions have access to View Point Park through their homeowner’s association, it reduces the demand on the Lefty Gomez picnic and play area (exclusive of the Community Center). Therefore, the parcels in Benefit Subzone “B” will pay an assessment rate reduced by $4.80 per EDU or $27.24 per EDU.  Zone 42 (California Skyline – Bay Point Area) Tracts 7597, 7737 and 7838 Formed: July 7, 1993; Tract 7838 Annexed June 11, 1996 343 Parcels Each of the parcels located in this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $210.00 per EDU  Zone 45 (Alamo Villas – Alamo Area) Tract 7559 Formed: July 26, 1994 10 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $120.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 31 - Francisco & Associates, Inc.  Zone 48 (Oakgate Drive – Danville Area) Subdivisions 7613, 7621, 7776, 7777, 7778, 7779, 7780, 8104 and DP03-3009 (4 parcels) Formed: July 26, 1994 DP03-3009 (MS04-0020) annexed July 12, 2005 – 4 parcels 72 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $490.00 per EDU  Zone 54 (Alamo Country – Alamo) Subdivisions 7601 and 7818 Formed: December 20, 1994; Rate Increase July 8, 2002 93 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. The maximum rate was increased in FY2002-03 and set at $275.00 per EDU + CPI. The CPI had a starting index of 193.20 as of June 30, 2002. The February 2019 CPI Index is 291.227, therefore the maximum rate is $414.52 per EDU. FY 2019-20 Maximum Assessment Rate: $414.52 per EDU  Zone 57 (Pacific Waterways – Discovery Bay Area) Subdivisions 7679, 7881, 7907, 7908 and 7909. Formed: December 20, 1994 379 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $231.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 32 - Francisco & Associates, Inc.  Zone 61 (Discovery Bay West - Discovery Bay Area) Tract 7686, 8143, 8166, 8167, 8023, 8428, 8429, 8430, 8431, 8432, 8433, 8570, 8571, 8572, 8577, 8578, 8579, 8580, 8827, 8828, 8892, 8993, and 9067. Formed: November 2, 1999 1,925 parcels Each of the parcels at build-out will be assessed an equal share of the total assessment. The maximum rate for this zone was set at $200.00 per EDU. However, the maximum rate was decreased to $190.00 per EDU in FY2001-02 due to the formation of a separate Benefit Parking District. FY 2019-20 Maximum Assessment Rate: $190.00 per EDU FY 2019-20 Applied Rate: $160.00 per EDU  Zone 63 (Parkway Estates – North Richmond Area) Tract 7903 Formed: October 27, 1997 87 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $230.00 per EDU  Zone 64 (California Reflections – Pinole Area) Tract 7661 Formed: January 9, 1996 31 Parcels Each of the parcels located within this zone will be assessed an equal share of the total assessment. FY 2019-20 Maximum Assessment Rate: $300.00 per EDU FY 2019-20 Applied Rate: $250.00 per EDU  Zone 68 (Wendt Ranch – Danville Area) Tract 8002 Formed: October 10, 2000 Modified: Fiscal Year 2005-06 125 Parcels at build out Each of the 125 parcels at build-out located in this zone will be assessed an equal share of the total assessment. The maximum rate for FY 2019-20 is $300.00 per EDU. However, this area is currently maintained by a homeowner’s association, so therefore the rate for FY 2019-20 has been set at $5.00 per EDU to cover administrative costs. FY 2019-20 Maximum Assessment Rate: $300.00 per EDU FY 2019-20 Applied Rate: $5.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 33 - Francisco & Associates, Inc.  Zone 69 (Alamo Creek – Danville Area) Tract 8382, and 8381 Formed: June 12, 2006 679 single family, 127 townhomes and 120 unit senior housing at build out Each of the parcels located within this zone is assessed an equal share of the total assessment. Single family parcels are assessed at 1.00 EDU/parcel, townhomes are assessed at 0.50 EDU/parcel and the senior housing is assessed at 0.50 EDU/unit. It is estimated that at build out of the zone the total amount needed to maintain the public improvements for Zone 69 on an annual basis is $853,185.90 (FY2006-07 dollars). (679 single family units * 1.00 EDU) + (127 townhomes * 0.50) + (120 senior units * 0.50) = 802.50 EDUs $853,185.90 divided by 802.50 EDUs = $1,063.16/EDU The maximum assessment rate was set in Fiscal Year 2006-07 at $1,063.16 per EDU with an allowance for a minimum of a 2% or CPI increase (if greater than 2%) each fiscal year which is based upon the San Francisco Bay Area All Urban Consumers as of June 2006 (209.1). The February 2019 CPI Index is 291.227, therefore the maximum rate for Fiscal Year 2019-20 is $1,480.73 per EDU. However, this area is currently maintained by a homeowner’s association, so therefore the rate has been set at $5.00 per EDU to cover administrative costs. FY 2019-20 Maximum Assessment Rate: $1,480.73 per EDU FY 2019-20 Applied Rate: $5.00 per EDU  Zone 70 (Intervening Properties – Danville Area) Tract 8331 Formed: October 4, 2005 378 single family parcels and 96 apartment units Each of the parcels located within this zone is assessed an equal share of the total annual assessment. Single family parcels are assessed at 1.00 EDU/parcel, and the apartment complex is assessed at 0.50 EDU/unit. The maximum assessment rate was set in Fiscal Year 2005-06 at $315.00 per EDU with an allowance for a minimum of a 2% or CPI increase (if greater than 2%) each fiscal year which is based upon the San Francisco Bay Area All Urban Consumers as of June 2005 (201.20). The February 2019 CPI Index is 291.227, therefore the maximum rate for FY 2019-20 is $455.97 per EDU. The rate has been set at $200.00 per EDU. FY 2019-20 Maximum Assessment Rate: $455.97 per EDU FY 2019-20 Applied Rate: $200.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 34 - Francisco & Associates, Inc.  Zone 71 (Diablo Vista Ballfields – Danville Area) Tract 8331, 8381, and 8382 Formed: October 4, 2005 1,059 single family parcels Each of the parcels located within this zone will be assessed an equal share of the total annual assessment. Zone 71 was annexed in FY2005-06 and the maximum assessment rate was set at $80.00 per EDU with an allowance for a CPI increase each fiscal year which is based upon the San Francisco Bay Area All Urban Consumers as of June 2005 (201.20). Zone 71 was created per a Settlement Agreement (January 27, 2004) with the Town of Danville, Contra Costa County, the San Ramon Valley Unified School District, and the project developers. Each year the revenue will be collected and used to provide for the enhanced maintenance of the ball fields. Approximately $5.00/EDU each year will be used to cover administrative costs associated with levying the assessment. The February 2019 CPI Index is 291.227, therefore the maximum rate for Fiscal Year 2019-20 is $115.80 per EDU. FY 2019-20 Maximum Assessment Rate: $115.80 per EDU FY 2019-20 Applied Rate: $115.80 per EDU *Please Note: Per the December 15, 2009 Joint Exercise of Powers Agreement between the Town of Danville, San Ramon Valley Unified School District (SRVUSD) and Contra Costa County, SRVUSD is responsible for maintenance of this area.  Zone 74 (Bella Flora – Richmond Area) Subdivisions 8755 and 9293 (old 8938) Formed: June 12, 2006 (Resolution 2006/370) 177 single family parcels and 2 industrial parcels Each of the parcels within this zone is assessed its share of the total assessment for this zone. Single family parcels are assessed at 1.00 EDU/parcel. It was estimated that at build out of the zone the total amount needed to maintain the public improvements for Zone 74 on an annual basis was $260,250 (FY2007-08 dollars). In March 2018, the County Planning Commission approved the change in land use for a proposed multi-family residential development to an industrial business park. As a result, there are two (2) undeveloped properties within the zone that are approved to develop into an industrial business park, rather than the intended multi-family residential use. (177 single family units * 1.00 EDU) + (2 undeveloped industrial parcels * 0.5 EDU) = 178.00 EDUs Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART D ccc1920_PER - 35 - Francisco & Associates, Inc. The maximum assessment rate was set at $550.00 per EDU with an allowance for a minimum of a two (2) percent or CPI increase (if greater than 2%) each fiscal year which is based upon the San Francisco Bay Area All Urban Consumers as of June 2006 (209.1). The February 2019 CPI Index is 291.227, therefore the maximum rate is $766.04 per EDU. FY 2019-20 Maximum Assessment Rate: $766.04 per EDU FY 2019-20 Applied Rate: $340.00 per EDU  Zone 75 (Belmont Terrace – Pacheco Area) Tracts 8984, 8967 and an institutional parcel Formed: February 27, 2007 Annexation: Subdivision 8967 (89 Courtyard units and 1 institutional parcel), May 13, 2008 217 courtyard units + 1 single family parcel + 1 institutional parcel Each of the parcels located within this zone will be assessed their benefiting share of the total assessment for this zone. The courtyard homes are classified as townhomes per the County Assessor and parcels are assessed at 0.75 EDU/parcel and single-family parcels are assessed at 1.00 EDU/parcel. The 0.91 acre institutional parcel is assessed 1.00 EDU based on its acreage. It is estimated that at build out of the Zone the total amount needed to maintain the public improvements for Zone 75 on an annual basis is $42,525.88 (FY2008-09 dollars). (217 courtyard units *0.75 EDU/unit) = 162.75 EDUs (1 single family parcel *1.00 EDU/parcel) = 1.00 EDU (0.96 institutional acres) = 1.00 EDU The maximum assessment rate was set at $254.11 per EDU with an allowance for a minimum of a two (2) percent or CPI increase (if greater than 2%) each fiscal year which is based upon the San Francisco Bay Area All Urban Consumers as of June 2006 (209.1). The February 2019 CPI Index is 291.227, therefore the maximum rate for Fiscal Year 2019-20 is $353.90 per EDU. However, this area is currently maintained by a Homeowner’s Association, so therefore the rate for Fiscal Year 2019-20 has been set at $5.00 per EDU to cover administrative costs. FY 2019-20 Maximum Assessment Rate: $353.90 per EDU FY 2019-20 Applied Rate: $5.00 per EDU Contra Costa County SECTION II Countywide Landscaping District (LL-2) FY 2019-20 PART E ccc1920_PER - 36 - Francisco & Associates, Inc. PART E PROPERTY LIST AND ASSESSMENT ROLL The total assessment amount for each Benefit Zone and the proposed assessment amount apportioned to each parcel for Fiscal Year 2019-20, in proportion to the benefit received by each parcel from the improvements, is contained in the Assessment Roll, which is on file in the Office of the Contra Costa County Clerk of the Board of Supervisors, the Contra Costa County Public Works Department, the Contra Costa County Public Works website and shown in Appendix C. The Assessment Roll includes a list of all parcel numbers within the District that have been updated to match the last equalized Property Tax Roll of the Contra Costa County Assessor, which by reference is hereby made a part of this report. The last equalized Property Tax Roll includes a description of each parcel and shall govern for all details concerning the description of the parcels. The total proposed assessment for the 2019-20 Fiscal Year is $1,524,009.54 Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A ccc1920_PER Francisco & Associates, Inc. APPENDIX A DETAILED PROJECT COST BREAKDOWN Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zones 1, 2 & 4 / Fund 2830 (LYNBROOK DEVELOPMENT - BAY POINT) Maximum assessment is:$76.16 / EDU FY 2019-20 -Assessments @ $76.16 / EDU FY 2019-20 -Assessments @ $38.08 / MFR Unit 805.25 EDUs 684 Parcels Method of apportionment located on page 26 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 (88,258.94)$ ($59,999.35) Revenues: Taxes and assessments $61,365.92 $61,327.84 Interfund Rev. Gov/Gov $20,000.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $81,365.92 $61,327.84 Total Revenue Available (6,893.02)$ $1,328.49 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($832.25)($850.00) Interfund Exp $0.00 $0.00 Utilities - Water & Electricity ($601.69)($1,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($11,213.27)($12,000.00) Professional Services (Non-County Staff)($1,126.00)($1,126.00) Professional Services (County Staff)($1,750.00)($1,750.00) Lynbrook Park Maintenance*($37,583.12)($37,583.12) Total Expenditures ($53,106.33)($54,309.12) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $0.00 $0.00 $0.00 Balance Forward to Ensuing Year (59,999.35)$ ($52,980.63) *Please Note: Per the June 26, 2012 JEPA between Contra Costa County and Ambrose Recreation & Park District, Ambrose Recreation & Park District is responsible for Lynbrook Park. Maintenance Strategy: Services have been adjusted to accommodate the exhausted budget. There is planned savings of $6,446 annually through 2031 to eliminate the negative balance. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_01,2,4 A - 1 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 A Special Districts Budget Worksheet Entity: LL2 Zone 3 / Fund 2831 (HICKORY MEADOWS - BAY POINT) Maximum assessment is:$180.08 / EDU FY 2019-20 -Assessments @ $180.08 / EDU 78.00 EDUs 78 Parcels Method of apportionment located on page 26 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $24,522.63 $29,179.11 Revenues: Taxes and assessments $14,046.24 $14,046.24 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $14,046.24 $14,046.24 Total Revenue Available $38,568.87 $43,225.35 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($316.30)($317.00) Interfund Exp $0.00 ($3.00) Utilities - Water & Electricity (750.34) ($1,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)(3,259.88) ($292.00) Professional Services (County Staff)($920.24)($2,000.00) Vandalism/Incidentals $0.00 $0.00 Hickory Meadows Park Maintenance*($4,143.00)($4,143.00) Total Expenditures ($9,389.76)($7,755.00) Capital Improvement Projects and Reserves: Capital Improvement Projects $0.00 $28,447.23 Operating Reserves (up to 50% of Revenue)$0.00 $7,023.12 Total Capital Improvement and Reserves $0.00 $35,470.35 Balance Forward to Ensuing Year $29,179.11 $0.00 Maintenance Strategy: Planned improvements every five (5) years beginning in 2018. Estimated expense will be $10,000. Services will be coordinated with Ambrose Recreation & Park District. *Please Note: Per the June 26, 2012 JEPA between Contra Costa County and Ambrose Recreation & Park District, Ambrose Recreation & Park District is responsible for Hickory Meadows Park. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_03 A - 2 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 A Special Districts Budget Worksheet Entity: LL2 Zone 5 / Fund 2824 (PACHECO BEAUTIFICATION - PACHECO AREA) Maximum assessment is:$70.10 / EDU FY 2019-20 -Assessments @ $70.10 / EDU 868.73 EDUs 908 Parcels Method of apportionment located on page 26 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $109,370.54 $134,604.36 Revenues: Taxes and assessments $58,781.48 $60,896.08 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $486.95 $300.00 Measure WW Grant Funds $0.00 $0.00 Annual Revenue $59,268.43 $61,196.08 Total Revenue Available $168,638.97 $195,800.44 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($1,020.95)($1,021.00) Interfund Exp ($25.00)($25.00) Utilities - Water & Electricity ($5,471.78)($5,520.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)($300.00)($6,500.00) Grounds Maintenance - (in house)($16,299.31)($37,000.00) Professional Services (Non-County Staff)($1,100.00)($1,200.00) Professional Services (County Staff)($8,972.73)($9,000.00) Vandalism/Incidentals ($844.84)$0.00 Total Expenditures ($34,034.61)($60,266.00) Capital Improvement Projects and Reserves: Capital Improvement Projects $0.00 $105,086.40 Operating Reserves (up to 50% of Revenue)$0.00 $30,448.04 Total Capital Improvement and Reserves $0.00 $135,534.44 Balance Forward to Ensuing Year $134,604.36 $0.00 CPI Info. Date Actual CPI Increase Rate Jun-02 193.20 $46.50 Feb-14 248.62 2.45%$59.84 Feb-15 254.91 2.53%$61.36 Feb-16 262.60 3.02%$63.21 Feb-17 271.63 3.44%$65.38 Feb-18 281.31 3.56%$67.71 Feb-19 291.23 3.53%$70.10 Maintenance Strategy: Evaluate, trim and replace trees. Anticipated $5,000 annually and $10,000 every 5 years to replant median. The next median project will take place in 2021. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_05 A - 3 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 7 / Fund 2834 (PLEASANT HILL/BART - CONTRA COSTA CENTRE AREA) Maximum assessment is:$16.12 / SFR Parcel FY 2019-20 -Assessments @ $16.12 / SFR Parcel FY 2019-20 -Assessments @ $0.0291708 / SQ FT 253 Parcels Method of apportionment located on page 27 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $22,067.58 $30,744.56 Revenues: Taxes and assessments $81,433.62 $82,258.64 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Reimbursements - Gov/Gov $10,000.00 $0.00 Annual Revenue $91,433.62 $82,258.64 Total Revenue Available $113,501.20 $113,003.20 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($462.50)($463.00) Interfund Exp ($3.00)($3.00) Building Occupancy Cost ($0.94)($1.00) Utilities - Water & Electricity ($36,925.60)($30,550.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)($38,149.15)($38,150.00) Grounds Maintenance - (in house)($527.73)($600.00) Professional Services (Non-County Staff)($1,493.01)($1,500.00) Professional Services (County Staff)($2,319.71)($4,500.00) Vandalism/Incidentals ($2,875.00)($3,000.00) Total Expenditures ($82,756.64)($78,767.00) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $34,236.20 Total Capital Improvement and Reserves $0.00 $34,236.20 Balance Forward to Ensuing Year $30,744.56 $0.00 Maintenance Strategy: Currently developing fund for future improvements. The next scheduled project will be to trim trees in Fox Creek Park in 2020. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_07 A - 4 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 10 / Fund 2836 (VIEWPOINTE - BAY POINT AREA) Maximum assessment is:$151.86 / EDU FY 2019-20 -Assessments @ $151.86 / EDU 119.00 EDUs 119 Parcels Method of apportionment located on page 27 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 ($28,269.41)($58,041.13) Revenues: Taxes and assessments $18,071.34 $18,071.34 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $18,071.34 $18,071.34 Total Revenue Available ($10,198.07)($39,969.79) Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($351.15)($352.00) Interfund Exp $0.00 $0.00 Utilities - Water & Electricity ($5,566.58)($6,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($5,120.08)($5,600.00) Professional Services (Non-County Staff)($332.00)($331.00) Professional Services (County Staff)($900.00)($900.00) Vandalism/Incidentals $0.00 $0.00 Viewpointe Park Maintenance*($35,573.25)($2,240.00) Total Expenditures ($47,843.06)($15,423.00) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $0.00 Total Capital Improvement and Reserves $0.00 $0.00 Balance Forward to Ensuing Year ($58,041.13)($55,392.79) Maintenance Strategy: Currently developing fund for future improvements. *Please Note: Per the June 26, 2012 JEPA between Contra Costa County and Ambrose Recreation & Park District, Ambrose Recreation & Park District is responsible for Viewpoint Park. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_10 A - 5 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 11 / Fund 2839 (HILLTOP COMMONS - SAN PABLO AREA) Maximum assessment is:$6,000.00 / EDU FY 2019-20 -Assessments @ $6,000.00 / EDU 1.00 EDUs 1 Parcels Method of apportionment located on page 27 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $19,320.09 $23,006.78 Revenues: Taxes and assessments $6,000.00 $6,000.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $6,000.00 $6,000.00 Total Revenue Available $25,320.09 $29,006.78 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($250.85)($251.00) Interfund Exp $0.00 $0.00 Utilities - Water & Electricity $0.00 $0.00 Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($562.46)($1,500.00) Professional Services (Non-County Staff)$0.00 $0.00 Professional Services (County Staff)($1,000.00)($1,000.00) Playground Inspection $0.00 $0.00 Vandalism/Incidentals ($500.00)$0.00 Total Expenditures ($2,313.31)($2,751.00) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $23,255.78 Operating Reserves (up to 50% of Revenue)$0.00 $3,000.00 Total Capital Improvement and Reserves $0.00 $26,255.78 Balance Forward to Ensuing Year $23,006.78 $0.00 Maintenance Strategy: Build the fund for future improvements. Evaluate in 2023 and every five (5) years thereafter. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_11 A - 6 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 17 / Fund 2844 (SHADOW CREEK - DANVILLE AREA) Maximum assessment is:$150.00 / EDU FY 2019-20 -Assessments @ $150.00 / EDU 477.00 EDUs 477 Parcels Method of apportionment located on page 27 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $159,539.70 $167,475.68 Revenues: Taxes and assessments $71,550.00 $71,550.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $1,623.18 $1,000.00 Annual Revenue $73,173.18 $72,550.00 Total Revenue Available $232,712.88 $240,025.68 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($655.45)($656.00) Interfund Exp ($2.00)($2.00) Utilities - Water & Electricity ($22,731.29)($25,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($37,190.19)($60,000.00) Professional Services (Non-County Staff)($1,400.00)($1,400.00) Professional Services (County Staff)($3,258.27)($10,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($65,237.20)($97,058.00) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $107,192.68 Operating Reserves (up to 50% of Revenue)$0.00 $35,775.00 Total Capital Improvement and Reserves $0.00 $142,967.68 Balance Forward to Ensuing Year $167,475.68 $0.00 Maintenance Strategy: In FY 18/19 evaluate, trim and replace trees and assess irrigation. Service should not exceed $60,000. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_17 A - 7 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 18 / Fund 2843 (PACHECO MANOR - PACHECO AREA) Maximum assessment is:$175.94 / EDU FY 2019-20 -Assessments @ $175.94 / EDU 22.00 EDUs 22 Parcels Method of apportionment located on page 28 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $4,769.89 $1,854.43 Revenues: Taxes and assessments $3,870.68 $3,870.68 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $3,870.68 $3,870.68 Total Revenue Available $8,640.57 $5,725.11 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($268.70)($268.70) Interfund Exp ($1.00)($1.00) Utilities - Water & Electricity ($282.84)($300.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($5,627.63)($1,500.00) Professional Services (Non-County Staff)($71.00)($71.00) Professional Services (County Staff)($534.97)($600.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($6,786.14)($2,740.70) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $1,113.76 Operating Reserves (up to 50% of Revenue)$0.00 $1,870.65 Total Capital Improvement and Reserves $0.00 $2,984.41 Balance Forward to Ensuing Year $1,854.43 $0.00 Maintenance Strategy: Building the fund for future improvements. There is an annual clean-up, not to exceed $1,200. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_18 A - 8 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 19 / Fund 2849 (HIDDEN POND - RELIEZ VALLEY/MARTINEZ AREA) Maximum assessment is:$200.00 / EDU FY 2019-20 -Assessments @ $200.00 / EDU 130.00 EDUs 130 Parcels Method of apportionment located on page 28 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $28,672.15 $22,021.60 Revenues: Taxes and assessments $26,000.00 $26,000.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $26,000.00 $26,000.00 Total Revenue Available $54,672.15 $48,021.60 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($360.50)($360.50) Interfund Exp ($4.00)($4.00) Utilities - Water & Electricity ($4,007.06)($3,300.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)($10,223.50)$0.00 Grounds Maintenance - (in house)($15,078.80)($20,000.00) Professional Services (Non-County Staff)($476.69)($500.00) Professional Services (County Staff)($2,500.00)($2,500.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($32,650.55)($26,664.50) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $8,357.10 Operating Reserves (up to 50% of Revenue)$0.00 $13,000.00 Total Capital Improvement and Reserves $0.00 $21,357.10 Balance Forward to Ensuing Year $22,021.60 $0.00 Maintenance Strategy: Allocation of $10,000 every five (5) years to revitalize entry corners beginning Spring 2018. An additional annual tree trimming will be allocated not to exceed $1,200. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_19 A - 9 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 21 / Fund 2846 (KENSINGTON AREA) Maximum assessment is:$13.66 / EDU FY 2019-20 -Assessments @ $13.66 / EDU 2,244.60 EDUs 2,257 Parcels Method of apportionment located on page 28 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $26,844.42 $19,846.32 Revenues: Taxes and assessments $30,638.88 $30,660.74 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $30,638.88 $30,660.74 Total Revenue Available $57,483.30 $50,507.06 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($2,166.75)($2,166.84) Interfund Exp ($2.00)($2.00) Utilities - Water & Electricity ($1,126.63)($1,200.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($29,242.68)($20,000.00) Professional Services (Non-County Staff)($562.00)($560.16) Professional Services (County Staff)($4,536.92)($3,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($37,636.98)($26,929.00) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $8,247.69 Operating Reserves (up to 50% of Revenue)$0.00 $15,330.37 Total Capital Improvement and Reserves $0.00 $23,578.06 Balance Forward to Ensuing Year $19,846.32 $0.00 Maintenance Strategy: Build Fund for future improvements. Schedule tree trimming along the Arlington Boulevard on even years and landscape improvements on Colusa Circle on odd years. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_21 A - 10 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 22 / Fund 2857 (SEABREEZE - BAY POINT AREA) Maximum assessment is:$290.00 / EDU FY 2019-20 -Assessments @ $290.00 / EDU 154.00 EDUs 154 Parcels Method of apportionment located on page 28 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $42,704.68 $45,547.21 Revenues: Taxes and assessments $44,660.00 $44,660.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $44,660.00 $44,660.00 Total Revenue Available $87,364.68 $90,207.21 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($380.90)($380.90) Interfund Exp $0.00 $0.00 Utilities - Water & Electricity ($20,875.36)($26,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($19,240.88)($20,000.00) Professional Services (Non-County Staff)($818.80)($816.50) Professional Services (County Staff)($501.53)($3,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($41,817.47)($50,197.40) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $17,679.81 Operating Reserves (up to 50% of Revenue)$0.00 $22,330.00 Total Capital Improvement and Reserves $0.00 $40,009.81 Balance Forward to Ensuing Year $45,547.21 $0.00 Maintenance Strategy: Currently developing fund to build operating reserve. However, there is an unplanned maintenance need for a fallen fence. The anticipated cost is $20,000. Staff are currently reviewing options to cover the cost. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_22 A - 11 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 27 / Fund 2855 (BETTENCOURT RANCH AND SOMERSET - DANVILLE AREA) Maximum Assessment is $150.00 / EDU FY 2019-20 -Assessments @ $150.00 / EDU 421.00 EDUs Subzone "A" FY 2019-20 -Assessments @ $105.68 / EDU Subzone "A" EDU's 151.81 EDUs Method of apportionment located on page 29 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $12,375.56 $11,607.08 Revenues: Taxes and assessments $79,002.00 $79,193.28 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $79,002.00 $79,193.28 Total Revenue Available $91,377.56 $90,800.36 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($735.35)($736.00) Interfund Exp ($2.00)($2.00) Utilities - Water & Electricity ($47,732.84)($40,000.00) Other Special Departmental $0.00 $0.00 Facilities Maintenance ($75.00)($75.00) Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($20,728.26)($20,000.00) Professional Services (Non-County Staff)($6,291.43)($1,444.36) Professional Services (County Staff)($4,205.60)($5,000.00) Playground Inspection $0.00 $0.00 Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($79,770.48)($67,257.36) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $23,543.00 Total Capital Improvement and Reserves $0.00 $23,543.00 Balance Forward to Ensuing Year $11,607.08 $0.00 Maintenance Strategy: Separate water meter from the HOA subdivision. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_27 A - 12 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 35 / Fund 2881 (SANDY COVE SHOPPING CENTER - DISCOVERY BAY AREA) Maximum Assessment is $2,113.72 / Acre FY 2019-20 -Assessments @ $2,113.72 / Acre 17.39 Acres 9 Parcels Method of apportionment located on page 29 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $240,376.91 $267,880.15 Revenues: Taxes and assessments $28,420.84 $36,757.56 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $2,597.10 $0.00 Annual Revenue $31,017.94 $36,757.56 Total Revenue Available $271,394.85 $304,637.71 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($257.65)($257.65) Interfund Exp ($3.00)($22.00) Communications ($600.00)($600.00) Utilities - Water & Electricity ($1,996.01)($2,500.00) Other Special Departmental $0.00 $0.00 Vehicle Expense $0.00 ($4,000.00) Grounds Maintenance - (out of house, contractor)$0.00 ($14,700.00) Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)($551.03)($537.79) Professional Services (County Staff)($107.01)($4,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($3,514.70)($26,617.44) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $259,641.49 Operating Reserves (up to 50% of Revenue)$0.00 $18,378.78 Total Capital Improvement and Reserves $0.00 $278,020.27 Balance Forward to Ensuing Year $267,880.15 $0.00 CPI Info. Date Actual CPI Increase Rate Feb-03 197.70 $1,434.92 Feb-14 248.62 2.45%$1,804.45 Feb-15 254.91 2.53%$1,850.14 Feb-16 262.60 3.02%$1,905.95 Feb-17 271.63 3.44%$1,971.46 Feb-18 281.31 3.56%$2,041.73 Feb-19 291.23 3.53%$2,113.72 Maintenance Strategy: Staff will coordinate needed upgrades with Discovery Bay. Further, staff will explore weed abatement and development of the path contingent on property rights. Planned median improvements every five (5) years not to exceed $10,000. Pedestrian bridge inspections and repairs every (4) years. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_35 A - 13 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 36 / Fund 2852 (ALAMO BEAUTIFICATION - ALAMO AREA) Maximum assessment is:$9.36 / SFR Parcel FY 2019-20 -Assessments @ $9.36 / SFR Parcel FY 2019-20 -Assessments @ $4.68 / MFR Unit 5,397.60 EDUs 5,509 Parcels Method of apportionment located on page 29 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $44,494.02 $57,088.39 Revenues: Taxes and assessments $50,484.08 $50,521.52 Interfund Rev. Gov/Gov $870.48 $870.48 Earnings on Investment $0.00 $0.00 Boulevard of Trees $0.00 $0.00 Annual Revenue $51,354.56 $51,392.00 Total Revenue Available $95,848.58 $108,480.39 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($4,929.07)($4,929.07) Interfund Exp ($4.38)($5.00) Utilities - Water & Electricity ($3,172.88)($3,500.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($26,835.97)($31,000.00) Professional Services (Non-County Staff)($925.58)($922.21) Professional Services (County Staff)($2,892.31)($10,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($38,760.19)($50,356.28) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $32,914.83 Operating Reserves (up to 50% of Revenue)$0.00 $25,209.28 Total Capital Improvement and Reserves $0.00 $58,124.11 Balance Forward to Ensuing Year $57,088.39 $0.00 Maintenance Strategy: Annually evaluate, trim, and replace trees. Cost for improvements along Danville Boulevard not to exceed $2,000 and Stone Valley Road not to exceed $3,000. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_36 A - 14 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 37 / Fund 2853 (CLYDE - CLYDE AREA) Maximum assessment is:$41.76 / SFR Parcel FY 2019-20 -Assessments @ $41.76 / SFR Parcel FY 2019-20 -Assessments @ $20.88 / MFR Unit 290.59 EDUs 286 Parcels Method of apportionment located on page 30 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $9,218.96 $12,205.94 Revenues: Taxes and assessments $12,135.04 $12,135.04 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $12,135.04 $12,135.04 Total Revenue Available $21,354.00 $24,340.98 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($493.10)($493.10) Interfund Exp $0.00 ($0.60) Utilities - Water & Electricity ($3,736.19)($4,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($1,614.51)($5,000.00) Grounds Maintenance - Special Request ($354.29)$0.00 Professional Services (Non-County Staff)($222.48)($221.86) Professional Services (County Staff)($2,587.49)($3,000.00) Reimbursements - Gov/Gov (County Staff)$0.00 $0.00 Playground Inspection ($140.00)($500.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($9,148.06)($13,215.56) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $5,057.90 Operating Reserves (up to 50% of Revenue)$0.00 $6,067.52 Total Capital Improvement and Reserves $0.00 $11,125.42 Balance Forward to Ensuing Year $12,205.94 $0.00 Maintenance Strategy: Beginning Spring 2018 schedule $15,000 annual park clean-up. Utilize CSA M-16 funds to park improvement projects. Staff will review option for potential projects in 2019. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_37 A - 15 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 38 / Fund 2854 (RODEO - RODEO AREA) Maximum Assessment is $32.04 / EDU FY 2019-20 -Assessments Subzone A @ $32.04 / EDU FY 2019-20 -Assessments Subzone B @ $27.24 / EDU EDU's for Subzone A 1,694.61 EDUs EDU's for Subzone B 1,121.00 EDUs 2,565 Parcels Method of apportionment located on page 30 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 ($7,845.46)($6,238.40) Revenues: Taxes and assessments $84,526.96 $84,831.34 Interfund Rev. Gov/Gov $0.00 $0.00 Reimbursements - Gov/Gov $55,000.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $139,526.96 $84,831.34 Total Revenue Available $131,681.50 $78,592.94 Expenditures: Office Expense ($40.00)($40.00) Trash Service ($2,732.26)($2,800.00) Communications ($536.08)($537.00) Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($2,427.16)($2,427.16) Interfund Exp $0.00 $0.00 Utilities - Water & Electricity ($25,796.75)($18,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)($16,973.12)$0.00 Grounds Maintenance - (in house)($75,880.34)($32,000.00) Professional Services (Non-County Staff)($1,549.72)($1,545.37) Professional Services (County Staff)($2,434.71)($2,081.41) DoIT Phone Exchange ($386.04)($400.00) Building Occupancy Cost ($9,163.72)($18,262.00) Playground Inspection $0.00 ($500.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($137,919.90)($78,592.94) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $0.00 Total Capital Improvement and Reserves $0.00 $0.00 Balance Forward to Ensuing Year ($6,238.40)$0.00 Maintenance Strategy: Services have been adjusted to accommodate the exhausted budget. There is planned savings annually through 2033 to eliminate the negative balance and generate a reserve for park, trail and landscape improvements. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_38 A - 16 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 42 / Fund 2867 (CALIFORNIA SKYLINE - BAY POINT AREA) Maximum assessment is:$210.00 / EDU FY 2019-20 -Assessments @ $210.00 / EDU 343.00 EDUs 343 Parcels Method of apportionment located on page 30 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $23,629.88 $43,824.40 Revenues: Taxes and assessments $72,030.00 $72,030.00 Interfund Rev. Gov/Gov $0.00 $0.00 Reimbursements - Gov/Gov $7,000.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $79,030.00 $72,030.00 Total Revenue Available $102,659.88 $115,854.40 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($541.55)($541.55) Interfund Exp ($3.00)($3.00) Utilities - Water & Electricity ($14,493.38)($16,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)($6,240.00)($4,500.00) Grounds Maintenance - (in house)($27,822.33)($37,200.00) Professional Services (Non-County Staff)($1,320.60)($1,316.89) Professional Services (County Staff)($952.62)($5,000.00) Playground Inspection $0.00 $0.00 Vandalism/Incidentals $0.00 $0.00 Boeger Park Maintenance*($4,550.00)($4,550.00) Tradewinds Park Maintenance*($2,912.00)($2,912.00) Total Expenditures ($58,835.48)($72,023.44) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $7,815.96 Operating Reserves (up to 50% of Revenue)$0.00 $36,015.00 Total Capital Improvement and Reserves $0.00 $43,830.96 Balance Forward to Ensuing Year $43,824.40 $0.00 Maintenance Strategy: Building fund to support future improvements for irrigation, medians, and frontage projects. *Please Note: Per the June 26, 2012 JEPA between Contra Costa County and Ambrose Recreation & Park District, Ambrose Recreation & Park District is responsible for Boeger and Tradewinds Park. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_42 A - 17 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 45 / Fund 2869 (ALAMO VILLAS - ALAMO AREA) Maximum assessment is:$120.00 / EDU FY 2019-20 -Assessments @ $120.00 / EDU 10.00 EDUs 10 Parcels Method of apportionment located on page 30 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 ($2,258.80)($3,294.58) Revenues: Taxes and assessments $1,200.00 $1,200.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $1,200.00 $1,200.00 Total Revenue Available ($1,058.80)($2,094.58) Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($258.50)($258.50) Interfund Exp $0.00 $0.00 Utilities - Water & Electricity $0.00 $0.00 Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)($1,705.28)$0.00 Grounds Maintenance - (in house)(250.00) ($550.00) Professional Services (Non-County Staff)($22.00)($21.94) Professional Services (County Staff)$0.00 ($100.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($2,235.78)($930.44) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $0.00 Total Capital Improvement and Reserves $0.00 $0.00 Balance Forward to Ensuing Year ($3,294.58)($3,025.02) Maintenance Strategy: Build Operating and Project Reserves over time. Schedule median refreshment every five (5) years beginning in 2023. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_45 A - 18 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 48 / Fund 2872 (OAKGATE DRIVE - DANVILLE AREA) Maximum assessment is:$490.00 / EDU FY 2019-20 -Assessments @ $490.00 / EDU 72.00 EDUs 72 Parcels Method of apportionment located on page 31 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $25,336.42 $24,636.91 Revenues: Taxes and assessments $35,280.00 $35,280.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $35,280.00 $35,280.00 Total Revenue Available $60,616.42 $59,916.91 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($311.20)($311.20) Interfund Exp $0.00 ($2.00) Utilities - Water & Electricity ($7,266.41)($7,400.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($24,872.07)($26,537.92) Professional Services (Non-County Staff)$0.00 ($646.83) Professional Services (County Staff)($3,529.83)($3,500.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($35,979.51)($38,397.95) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $3,878.96 Operating Reserves (up to 50% of Revenue)$0.00 $17,640.00 Total Capital Improvement and Reserves $0.00 $21,518.96 Balance Forward to Ensuing Year $24,636.91 $0.00 Maintenance Strategy: Evaluate, trim and replace trees (as needed) commencing in 2018 and every five (5) years thereafter. An irrigation assessment will also be conducted concurrently. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_48 A - 19 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 54 / Fund 2876 (ALAMO COUNTRY - ALAMO AREA) Maximum assessment is:$414.52 / EDU FY 2019-20 -Assessments @ $414.52 / EDU 93.00 EDUs 93 Parcels Method of apportionment located on page 31 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $36,075.90 $42,691.17 Revenues: Taxes and assessments $37,237.20 $38,550.36 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $37,237.20 $38,550.36 Total Revenue Available $73,313.10 $81,241.53 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($329.05)($329.05) Interfund Exp ($874.48)($874.48) Utilities - Water & Electricity ($4,760.11)($6,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($20,206.83)($25,000.00) Professional Services (Non-County Staff)($682.71)($704.62) Professional Services (County Staff)($3,768.75)($4,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($30,621.93)($36,908.15) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $25,058.20 Operating Reserves (up to 50% of Revenue)$0.00 $19,275.18 Total Capital Improvement and Reserves $0.00 $44,333.38 Balance Forward to Ensuing Year $42,691.17 $0.00 CPI Info. Date Actual CPI Increase Rate Jun-02 193.20 $275.00 Feb-14 248.62 2.45%$353.86 Feb-15 254.91 2.53%$362.82 Feb-16 262.60 3.02%$373.77 Feb-17 271.63 3.44%$386.62 Feb-18 281.31 3.56%$400.40 Feb-19 291.23 3.53%$414.52 Maintenance Strategy: Annually, evaluate, trim, replace/remove trees and shrubs. Refresh mulch biannually beginning 2018. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_54 A - 20 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 57 / Fund 2877 (PACIFIC WATERWAYS - DISCOVERY BAY AREA) Maximum assessment is:$231.00 / EDU FY 2019-20 -Assessments @ $231.00 / EDU 379.00 EDUs 379 Parcels Method of apportionment located on page 31 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $17,765.32 $22,842.19 Revenues: Taxes and assessments $87,549.00 $87,549.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $87,549.00 $87,549.00 Total Revenue Available $105,314.32 $110,391.19 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($572.24)($572.24) Interfund Exp $0.00 $0.00 Communications $0.00 $0.00 Utilities - Water & Electricity ($17,440.70)($17,400.00) Other Special Departmental $0.00 $0.00 Vehicle Expense ($16,735.00)($20,000.00) Grounds Maintenance - (out of house, contractor)($6,894.96)($7,000.00) Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)($35,951.26)($35,000.00) Professional Services (County Staff)($4,877.97)($5,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($82,472.13)($84,972.24) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $25,418.95 Total Capital Improvement and Reserves $0.00 $25,418.95 Balance Forward to Ensuing Year $22,842.19 $0.00 *Maintenance Strategy: Build the fund balance for future improvements. At approximated $7,000 annual savings, it is estimated that the operating reserve will be established in 2025. At that time, select projects can be planned to support the zone. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_57 A - 21 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 61 / Fund 2833 (DISCOVERY BAY WEST - DISCOVERY BAY AREA) Maximum Assessment is $190.00 / EDU FY 2019-20 -Assessments @ $160.00 / EDU 1,879.27 EDUs 1,925 Parcels Method of apportionment located on page 32 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget $232,575.41 $284,913.37 $278,325.00 $300,683.20 $0.00 $0.00 $2,597.10 $0.00 Annual Revenue $280,922.10 $300,683.20 Total Revenue Available $513,497.51 $585,596.57 ($1,654.17)$0.00 $0.00 $0.00 $0.00 $0.00 ($1,885.40)($1,885.40) ($26.00)($26.00) $0.00 $0.00 ($46,512.66)($47,200.00) $0.00 $0.00 ($58,318.40)($60,000.00) ($18,126.98)($19,000.00) $0.00 $0.00 ($80,879.72)($82,009.00) ($21,180.81)($36,000.00) $0.00 ($5,000.00)($251,120.40) ($228,584.14)($251,120.40) $0.00 $184,134.57 $0.00 $150,341.60 $0.00 $334,476.17 $284,913.37 $0.00 Subdivision Total Units Current Assessable Units Revenue Subdivision Total Units Current Assessable Units Revenue Village 1 (7686)57 57.00 $9,120.00 Village 3 (8571)97 97.00 $15,520.00 Village 1 (12 unit remainder, Parcel I)1 6.00 $960.00 Village 3 (8572)88 88.00 $14,080.00 Village 1 (Misc - RV parking)1 1.27 $203.20 Village 3 (8577) - SFR 110 110.00 $17,600.00 Village 1 (8143)77 77.00 $12,320.00 Village 3 (8578)47 47.00 $7,520.00 Village 1 (8166)58 58.00 $9,280.00 Village 3 (8579)92 92.00 $14,720.00 Village 1 (8167)71 71.00 $11,360.00 Village 4 (8580) -SFR 131 131.00 $20,960.00 Village 2 (8023)99 99.00 $15,840.00 Village 4 (8827) - SFR 137 137.00 $21,920.00 Village 2 (8428)80 80.00 $12,800.00 Village 5 (8828) - SFR 12 12.00 $1,920.00 Village 2 (8429)77 77.00 $12,320.00 Village 5 (8992) - VSFR 17 8.50 $1,360.00 Village 2 (8430)44 44.00 $7,040.00 Village 5 (8992) - SFR 131 131.00 $20,960.00 Village 2 (8431)50 50.00 $8,000.00 Village 5 (8993) - VSFR 38 19.00 $3,040.00 Village 2 (8432)55 55.00 $8,800.00 Village 5 (8993) -SFR 107 107.00 $17,120.00 Village 2 (8433)49 49.00 $7,840.00 Village 5 (9067) - VSFR 47 23.50 $3,760.00 Village 2 Senior Apartments 0.00 $0.00 Village 5 (9067) -SFR 0 0.00 $0.00 Village 3 (8570)72 72.00 $11,520.00 Village 5 (9322) - SFR 80 80.00 $12,800.00 Total 1,925 1,879.27 $300,683.20 Utilities - Water & Electricity Professional Services (Non-County Staff) Maintenance Strategy: Coordinate with Discovery Bay for maintenance needs of recent improvements and build operation reserve. Capital Improvements Operating Reserves (up to 50% of Revenue) Balance Forward to Ensuing Year Total Capital Improvement and Reserves Earnings on Investment Fund Balance as of June 30 Revenues: Taxes and assessments Interfund Rev. Gov/Gov Expenditures: Capital Improvement Projects and Reserves: Total Expenditures Other Special Departmental Vehicle Expense Grounds Maintenance - (out of house, contractor) Grounds Maintenance - (in house) Office Expense Publications & Legal Notices Interest on Notes & Warrants Tax & Assessment Fees Interfund Exp Professional Services (County Staff) Vandalism/Incidentals Communications LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_61 A - 22 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 63 / Fund 2815 (PARKWAY ESTATES - NORTH RICHMOND AREA) Maximum assessment is:$230.00 / EDU FY 2019-20 -Assessments @ $230.00 / EDU 87.00 EDUs 87 Parcels Method of apportionment located on page 32 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $59,169.82 $60,561.23 Revenues: Taxes and assessments $20,010.00 $20,010.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $20,010.00 $20,010.00 Total Revenue Available $79,179.82 $80,571.23 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($323.95)($323.95) Interfund Exp ($2.00)$0.00 Utilities - Water & Electricity ($1,391.75)($1,600.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($14,059.77)($15,000.00) Professional Services (Non-County Staff)($366.86)($365.83) Professional Services (County Staff)($1,474.26)($1,500.00) Playground Inspection $0.00 $0.00 Vandalism/Incidentals ($1,000.00)$0.00 Total Expenditures ($18,618.59)($18,789.78) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $51,776.45 Operating Reserves (up to 50% of Revenue)$0.00 $10,005.00 Total Capital Improvement and Reserves $0.00 $61,781.45 Balance Forward to Ensuing Year $60,561.23 $0.00 Maintenance Strategy: Playground and irrigation inspection. Schedule landscape refresh in 2023 and every five (5) years after. Refreshment should not exceed $10,000. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_63 A - 23 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 64 / Fund 2864 (CALIFORNIA REFLECTIONS - PINOLE AREA) Maximum assessment is:$300.00 / EDU FY 2019-20 -Assessments @ $250.00 / EDU 31.00 EDUs 31 Parcels Method of apportionment located on page 32 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $60,460.70 $62,177.47 Revenues: Taxes and assessments $7,750.00 $7,750.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $811.60 $0.00 Annual Revenue $8,561.60 $7,750.00 Total Revenue Available $69,022.30 $69,927.47 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($276.35)($277.00) Interfund Exp ($7.00)($7.00) Utilities - Water & Electricity ($789.21)($1,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($4,693.10)($5,000.00) Professional Services (Non-County Staff)($142.09)($141.69) Professional Services (County Staff)($937.08)($1,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($6,844.83)($7,425.69) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $58,626.78 Operating Reserves (up to 50% of Revenue)$0.00 $3,875.00 Total Capital Improvement and Reserves $0.00 $62,501.78 Balance Forward to Ensuing Year $62,177.47 $0.00 Maintenance Strategy: Irrigation inspection and repairs. Staff will facilitate a refresh of plantings and mulch not to exceed $15,000 in 2018. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_64 A - 24 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 68 / Fund 2882 (WENDT RANCH - DANVILLE AREA) Maximum assessment is:$300.00 / EDU FY 2019-20 -Assessments @ $5.00 / EDU 125.00 EDUs 125 Parcels Method of apportionment located on page 32 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $11,923.44 $11,976.73 Revenues: Taxes and assessments $625.00 $625.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $625.00 $625.00 Total Revenue Available $12,548.44 $12,601.73 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($356.25)($356.25) Interfund Exp ($4.00)($4.00) Utilities - Water & Electricity $0.00 $0.00 Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)($11.46)($11.43) Professional Services (County Staff)($200.00)($200.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($571.71)($571.68) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $11,717.55 Operating Reserves (up to 50% of Revenue)$0.00 $312.50 Total Capital Improvement and Reserves $0.00 $12,030.05 Balance Forward to Ensuing Year $11,976.73 $0.00 Maintenance Strategy: Maintained by HOA. Please Note: There are parks and landscaping located in the interior sections of this Zone which are planned to be owned and maintained by a Homeowners Association and therefore the maximum assessment rate did not include these areas of maintenance and they are not the responsibility of LL-2. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_68 A - 25 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 69 / Fund 2871 (ALAMO CREEK - DANVILLE AREA) Maximum assessment is:$1,480.73 / EDU FY 2019-20 -Assessments @ $5.00 / EDU 841.82 EDUs 810 Parcels Method of apportionment located on page 33 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $52,986.60 $55,294.88 Revenues: Taxes and assessments $4,026.60 $4,209.10 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $4,026.60 $4,209.10 Total Revenue Available $57,013.20 $59,503.98 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($938.50)($938.50) Interfund Exp ($6.00)($6.00) Utilities - Water & Electricity $0.00 $0.00 Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)($73.82)($72.20) Professional Services (County Staff)($700.00)($700.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($1,718.32)($1,716.70) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $55,682.73 Operating Reserves (up to 50% of Revenue)$0.00 $2,104.55 Total Capital Improvement and Reserves $0.00 $57,787.28 Balance Forward to Ensuing Year $55,294.88 $0.00 CPI Info. Date Actual CPI Increase Rate Jun-06 209.10 $1,063.16 Feb-14 248.62 2.45%$1,264.07 Feb-15 254.91 2.53%$1,296.08 Feb-16 262.60 3.02%$1,335.18 Feb-17 271.63 3.44%$1,381.07 Feb-18 281.31 3.56%$1,430.30 Feb-19 291.23 3.53%$1,480.73 Please Note: There are parks and landscaping located in the interior sections of this Zone, which are currently owned and maintained by a Homeowners Association. However, the maximum assessment rate,when established,included these interior sections as being maintained and operated by LL-2. Therefore if the Homeowner’s Association fails to maintain these interior sections to County standards,the County may take over maintenance of these areas and increase the assessment Maintenance Strategy: Maintained by HOA - maintain reserve in the event that the HOA is not able to sustain the maintenance needed. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_69 A - 26 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 70 / Fund 2885 (INTERVENING PROPERTIES - DANVILLE AREA) Maximum assessment is:$455.97 / EDU FY 2019-20 -Assessments @ $200.00 / EDU 426.00 EDUs 379 Parcels Method of apportionment located on page 33 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $72,071.36 $86,142.75 Revenues: Taxes and assessments $74,550.00 $85,200.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $74,550.00 $85,200.00 Total Revenue Available $146,621.36 $171,342.75 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($572.15)($572.15) Interfund Exp ($21.00)($21.00) Utilities - Water & Electricity ($11,221.09)($25,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($40,181.81)($50,000.00) Professional Services (Non-County Staff)($1,366.80)($1,362.96) Professional Services (County Staff)($7,115.76)($7,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($60,478.61)($83,956.11) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $44,786.64 Operating Reserves (up to 50% of Revenue)$0.00 $42,600.00 Total Capital Improvement and Reserves $0.00 $87,386.64 Balance Forward to Ensuing Year $86,142.75 $0.00 CPI Info. Date Actual CPI Increase Rate Jun-05 201.20 $315.00 Feb-14 248.62 2.45%$389.25 Feb-15 254.91 2.53%$399.11 Feb-16 262.60 3.02%$411.15 Feb-17 271.63 3.44%$425.28 Feb-18 281.31 3.56%$440.44 Feb-19 291.23 3.53%$455.97 Please Note: There are parks and landscaping located in the interior sections of this Zone which are planned to be owned and maintained by a Homeowners Association and therefore the maximum assessment rate did not include these areas of maintenance and they are not the responsibility of LL-2. Maintenance Strategy: Beginning in 2020 and every two (2) years evaluate, trim and replace trees. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_70 A - 27 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 71 / Fund 2886 (DIABLO VISTA BALLFIELDS - DANVILLE AREA) Maximum assessment is:$115.80 / EDU FY 2019-20 -Assessments @ $115.80 / EDU 1,095.00 EDUs 1,059 Parcels Method of apportionment located on page 34 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $5,399.10 $5,361.51 Revenues: Taxes and assessments $121,758.62 $126,801.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $121,758.62 $126,801.00 Total Revenue Available $127,157.72 $132,162.51 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($1,150.15)($1,150.15) Interfund Exp ($1.00)($1.00) Contribution to SRVUSD ($116,202.64)($119,600.00) Utilities - Water & Electricity $0.00 $0.00 Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)($2,232.33)($2,303.97) Professional Services (County Staff)($2,210.09)($3,000.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures ($121,796.21)($126,055.12) Capital Improvement Projects and Reserves: Operating Reserves (up to 50% of Revenue)$0.00 $6,107.39 Total Capital Improvement and Reserves $0.00 $6,107.39 Balance Forward to Ensuing Year $5,361.51 $0.00 CPI Info. Date Actual CPI Increase Rate Jun-05 201.20 $80.00 Feb-14 248.62 2.45%$98.86 Feb-15 254.91 2.53%$101.36 Feb-16 262.60 3.02%$104.42 Feb-17 271.63 3.44%$108.01 Feb-18 281.31 3.56%$111.86 Feb-19 291.23 3.53%$115.80 Please Note: Per the December 15, 2009 Joint Exercise Powers Agreement between the Town of Danville, San Ramon Valley Unified School District (SRVUSD) and Contra Costa County, SRVUSD is responsible for the maintenance of this area. Per the January 27, 2004 Settlement Agreement, all revenue (with the exception of Administration Costs) will be transferred to the entity responsible for the actual maintenance of the Ballfields. Maintenance Strategy: Maintained by San Ramon Unified School District. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_71 A - 28 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 74 / Fund 2875 (BELLA FLORA - NORTH RICHMOND AREA) Maximum assessment is:$766.04 / EDU FY 2019-20 -Assessments @ $340.00 / EDU 178.00 EDUs 176 Parcels Method of apportionment located on page 34 and 35 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $252,478.92 $260,140.10 Revenues: Taxes and assessments $60,520.00 $60,520.00 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $2,434.78 $0.00 Annual Revenue $62,954.78 $60,520.00 Total Revenue Available $315,433.70 $320,660.10 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($399.60)($399.60) Interfund Exp ($28.00)($28.00) Utilities - Water & Electricity ($6,972.99)($7,000.00) Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)($33,475.06)($35,000.00) Professional Services (Non-County Staff)($1,109.58)($1,106.46) Professional Services (County Staff)($10,258.37)($11,000.00) Playground Inspection ($400.00)($400.00) Vandalism/Incidentals ($2,650.00)($2,650.00) Total Expenditures ($55,293.60)($57,584.06) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $232,816.04 Operating Reserves (up to 50% of Revenue)$0.00 $30,260.00 Total Capital Improvement and Reserves $0.00 $263,076.04 Balance Forward to Ensuing Year $260,140.10 $0.00 Maintenance Strategy: Turf, playground and irrigation inspections Martin Drive, landscape improvements. Improvement project along Martin Drive completed in 2018. CPI Info. Date Actual CPI Increase Rate Jun-06 209.10 $550.00 Feb-14 248.62 2.45%$653.95 Feb-15 254.91 2.53%$670.51 Feb-16 262.60 3.02%$690.74 Feb-17 271.63 3.44%$714.48 Feb-18 281.31 3.56%$739.95 Feb-19 291.23 3.53%$766.04 Land Use Type No. of Parcels EDU Rate FY19-20 No. of EDU's SFR - Sub 9293 (old 8938)95 1.00 5.00 Townhomes - Sub 9293 (old 8938)120 0.75 0.00 Condominiums - Sub 9293 (old 8938)140 0.75 0.00 SFR - Sub 8755 173 1.00 173.00 528 178.00 Please Note: There are parks and landscaping located in the interior of Subdivision 8938 which are planned to be owned and maintained by a Homeowners Association and therefore the maximum assessment rate did not include these areas of maintenance and they are not the responsibility of LL-2. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_74 A - 29 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX A Special Districts Budget Worksheet Entity: LL2 Zone 75 / Fund 2889 (BELMONT TERRACE - PACHECO AREA) Maximum assessment is:$353.90 / EDU FY 2019-20 -Assessments @ $5.00 / EDU 164.75 EDUs 219 Parcels Method of apportionment located on page 35 FY 2018-19 6 month actuals/ 6 month projections FY 2019-20 Proposed Budget Fund Balance as of June 30 $7,815.74 $7,985.11 Revenues: Taxes and assessments $821.58 $821.58 Interfund Rev. Gov/Gov $0.00 $0.00 Earnings on Investment $0.00 $0.00 Annual Revenue $821.58 $821.58 Total Revenue Available $8,637.32 $8,806.69 Expenditures: Office Expense $0.00 $0.00 Publications & Legal Notices $0.00 $0.00 Interest on Notes & Warrants $0.00 $0.00 Tax & Assessment Fees ($436.15)($436.15) Interfund Exp ($1.00)($1.00) Utilities - Water & Electricity $0.00 $0.00 Other Special Departmental $0.00 $0.00 Grounds Maintenance - (out of house, contractor)$0.00 $0.00 Grounds Maintenance - (in house)$0.00 $0.00 Professional Services (Non-County Staff)($15.06)($15.02) Professional Services (County Staff)($200.00)($200.00) Vandalism/Incidentals $0.00 $0.00 Total Expenditures:($652.21)($652.17) Capital Improvement Projects and Reserves: Capital Improvements $0.00 $7,743.73 Operating Reserves (up to 50% of Revenue)$0.00 $410.79 Total Capital Improvement and Reserves:$0.00 $8,154.52 Balance Forward to Ensuing Year $7,985.11 $0.00 Maintenance Strategy: Maintained by HOA CPI Info. Date Actual CPI Increase Rate Jun-06 209.10 $254.11 Feb-14 248.62 2.45%$302.12 Feb-15 254.91 2.53%$309.77 Feb-16 262.60 3.02%$319.11 Feb-17 271.63 3.44%$330.08 Feb-18 281.31 3.56%$341.85 Feb-19 291.23 3.53%$353.90 Subdivision-Landuse Total Units EDU Rate FY19-20 No. of EDU's 8984 Lots - Courtyard 128 0.75 96.00 8967 Lots - Courtyard 89 0.75 66.75 SFR/Commercial 2 1.00 2.00 219 164.75 Please Note: There are parks and landscaping located in the interior of Subdivisions 8967 and 8984 which are planned to be owned and maintained by a Homeowners Association and therefore the maximum assessment rate did not include these areas of maintenance and they are not the responsibility of LL-2. LL2 apxA_19-20 budgets_FAI(revised 2019-04-13) - Z_75 A - 30 Francisco & Associates Contra Costa County Countywide Landscaping District (LL-2) FY 2019-20 APPENDIX B ccc1920_PER Francisco & Associates, Inc. APPENDIX B ASSESSMENT DIAGRAMS 5533 53 80 5695 5534 5696 (old 6622)MS11-84 5354 LYNBROOKPARK ± N:\Contra\FY19-20\LL-2\Diagrams\Zone1,2,&4.pdf (Last Update 04-04-2019 SA) 400 0 400 800200 Fe et 1 2 3 4 5 Zone 1 Zone 2 Zone 4 Assessment DiagramContra Costa County LL-2Zones 1, 2 and 4Lynbrook Development - Bay Point(Zone description on page 6) LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 5573 HIC KORYMEADOWSPARK ± N:\Contra\FY19-20\LL-2\Diagrams\Zone3.pdf (Last Update 04-04-2019 SA) 150 0 150 30075 Feet 1 Assessment DiagramContra Costa County LL-2Zone 3Hickory Meadow s - Bay Point(Zone description on page 6) LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone5.pdf (Last Update 04-04-2019 SA) 860 0 860 1,720430 Feet 1 Assessment DiagramContra Costa County LL-2Zone 5Pacheco Beautification - Pacheco Area(Zone description on page 6) 2 1 Creek LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks ± N:\Contra\FY19-20\LL-2\Diagrams\Zone7.pdf (Last Update 04-04-2019 SA) 390 0 390 780195 Feet FOXCREEKPARK 2 1 PedestrianBridge PedestrianBridge Assessment DiagramContra Costa County LL-2Zone 7Pleasant Hill Bart - Contra Costa Centre Area(Zone description on page 6) LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks 6484 ± 190 0 190 38095 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 10Viewpointe - Bay Point Area(Zone description on page 7) VIEWPOINTEPARK 5 2 4 3 1 N:\Contra\FY19-20\LL-2\Diagrams\Zone10.pdf (Last Update 04-04-2019 SA) LUP 2042-85 ± 140 0 140 28070 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 1 1Hilltop Commons - San Pablo Area(Zone description on page 7) N:\Contra\FY19-20\LL-2\Diagrams\Zone11.pdf (Last Update 04-04-2019 SA) 1 2 7279 7040 7041 ± 570 0 570 1,140285 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 1 7Shadow C reek - Danville Area(Zone description on page 7) N:\Contra\FY19-20\LL-2\Diagrams\Zone17.pdf (Last Update 04-04-2019 SA) 1 6958 ± 60 0 60 12030 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 18Pacheco M anor - Pacheco Area(Zone description on page 7) N:\Contra\FY19-20\LL-2\Diagrams\Zone18.pdf (Last Update 04-04-2019 SA) 1 2 DONEGAL WAY SUNRISE RIDGE DR HIDDEN POND RDC A LLE V E R D E SILVERHILL WAYPEBBLE BEACH LOOP SILVERHILL CT R E L I E Z V A L L E Y R D H I D D E N P O N D C T N O R T H P O N D C T OAK VISTA CT 7821 7151 6769 7144 7820 2 ± 400 0 400 800200 Feet Assessment DiagramContra Costa County LL-2Zone 1 9Hidden P ond – R eliez V alle y/Martinez Area(Zone description on page 7) N:\Contra\FY19-20\LL-2\Diagrams\Zone19.pdf (Last Update 04-04-2019 SA) 1 LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 ± 1,000 0 1,000 2,000500 Feet Assessment DiagramContra Costa County LL-2Zone 2 1Kensington - Kensington Area(Zone description on page 7) N:\Contra\FY19-20\LL-2\Diagrams\Zone21.pdf (Last Update 04-04-2019 SA) 3 2 1 4 LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks ± 8830 7152 (Zone description on page 8) Assessment DiagramContra Costa County LL-2Zone 2 2Seabreeze – Bay Point Area 2 4 6 Fence 5 1 3 Parcel A 240 0 240 480120 FeetN:\Contra\FY19-20\LL-2\Diagrams\Zone22.pdf (Last Update 04-04-2019 SA) LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 MANSFIELD DRSUGAR MAPLE DR JASMINE WYRASSANI DRSILVER M APLE DRCONEJO DRCHESIRE CIR CENTER WAY N OT T I N GH A M D R F L E E T W O O D R D RED MAPLE DR YORKSHIRE PL BOURNE L NF R E E SIA C TCHESHIRE CTTENBY TER GRIMSBY LNWESTMINSTER PL SHEFFIELD CIRB U C KIN G H A M PL CENTER CT TROWBRIDGE WAY COVENTRY PL BLACKHAWK PLAZA CIR C H E S T E R F I E L D L N SN O W D O N PLC H AT H A MTER TRENT CT "B" ST M A N SFIELD D R MARIGOLD ST JONATHAN RIDGE DRHASKINS RANCH CIRNOTTINGHAM PLL A K E F I E L D C T MALLARD STJA S M IN E C TNORFOLK PLWALES CT SWAN ST F A L C O N S T PELICAN ST STARLING STBUCKINGHAM DRDAISY CT PHOENIX ST PORTOLA DR CAMINO TASSAJARA 7278 7277 7188 7763 7280 1 BenefitZone 27 BenefitZone 27A * Improvements include landscape between the sidewalk and the curb on Camino Tassajara & medians - slopes are HOA maintained 1 Assessment DiagramContra Costa County LL-2Zone 2 7Bettencourt Ranch and Somerset– Danville Area(Zone description on page 8) ± N:\Contra\FY19-20\LL-2\Diagrams\Zone27.pdf (Last Update 04-04-2019 SA) 560 0 560 1,120280 Feet 2 LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 BIXLER RDREGATTA DRIVE FOGHORN WAY NEWPORT CTPIER POINTMARSH CREEK RD CAPSTAN PLPORTHOLE DRYACHT CTCATAMARAN CT HALYARD WAYNEWPORT PL SSHELL PLVAL LEY OAK D R BIXLER RDMS39-91 8456 DP3031-94 ± 2 1 PedestrianBridge U.S.POSTOFFICE PedestrianBridge Assessment DiagramContra Costa County LL-2Zone 35Sandy Cove Shoppi ng Center – Discovery B ay A rea(Zone description on page 8) N:\Contra\FY19-20\LL-2\Diagrams\Zone35.pdf (Last Update 04-04-2019 SA) 400 0 400 800200 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 AN GE L A AV E HI GH EAGLE RDSTONE VALLEY WAYPEBBLE CTABI NGT ON L NMEGAN CT ST PAUL DRNELDA WAYMI R A N D A A V E STONE VALLEY RD Page 1 of 2 STONE VALLEY RD RAY CTH O P E L NGREEN VALLEY RD600 0 600 1,200300Feet 300 0 300 600150Feet 2(see page 2)3 1 3 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone36.pdf (Last Update 04-04-2019 SA) Assessment DiagramContra Costa County LL-2Zone 36Alamo Beautification - Alamo Area(Zone description on page 8) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks 1 CONTINUED ON NEXT PAGE Page 2 of 2 3(see page 1) 2 1(see page 1) 2,000 0 2,000 4,0001,000 Feet Danville Boulevard Ston e Valley Roa d ± N:\Contra\FY19-20\LL-2\Diagrams\Zone36.pdf (Last Update 04-04-2019 SA) Assessment DiagramContra Costa County LL-2Zone 36Alamo Beautifi cation - A lamo Area(Zone description on page 8) LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks 2 MARIEPOTTERPARK BIGOAKTREEPARK CLYDEPARK MAYBECKPARK 4 1 3 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone37.pdf (Last Update 04-04-2019 SA) 500 0 500 1,000250 Fe et Assessment DiagramContra Costa County LL-2Zone 37Clyde - Clyde Area(Zone description on page 9) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks 1 3 BenefitSubzone "A" BenefitSubzone "B" S A N P A B L O B A Y LEFTYGOMEZBALLFIELD RODEOGATEWAY2 4 Page 1 of 2 RODEOCREEKTRAIL Creek ± N:\Contra\FY19-20\LL-2\Diagrams\Zone38.pdf (Last Update 04-04-2019 SA) 1,000 0 1,000 2,000500 Fe et Assessment DiagramContra Costa County LL-2Zone 38Rodeo - Rodeo Area(Zone description on page 9) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks SA N PA B LO A VE7 T H S T F O U R T H S T C A LIF O R N I A S T C A LIF O R N I A S T WI LLOW AVEHAWTHORNE DRCONTINUED ON NEXT PAGE 1 BenefitSubzone "B" LEFTYGOMEZBALLFIELD RODEOGATEWAY 2 4 5 Page 2 of 2 Creek PedestrianBridge RODEOCREEKTRAIL ± N:\Contra\FY19-20\LL-2\Diagrams\Zone38.pdf (Last Update 04-04-2019 SA) 800 0 800 1,600400 Fe et Assessment DiagramContra Costa County LL-2Zone 38Rodeo - Rodeo Area(Zone description on page 9) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks BenefitSubzone "A" C A LIF O R N I A S T 7 T H S T HAWTHORNE DRW IL L O W A V E VIEWPOINTBLVDCORAL DRWINDWARD DRSAN PABLO AVESEE PREVIOUS PAGE 7737 7838 7597 2 BOEGERPARK 4 1 3 TRADEWINDSPARK 5 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone42.pdf (Last Update 04-04-2019 SA) 500 0 500 1,000250 Fe et Assessment DiagramContra Costa County LL-2Zone 42California Skyline - B ay Point Area(Zone description on page 9) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 D A N VIL L E B L V DSOUTH AVEIro n H orse Trail 7041 1 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone45.pdf (Last Update 04-04-2019 SA) 80 0 80 16040 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 (Zone description on page 9) Assessment DiagramContra Costa County LL-2Zone 45Alamo Villas – Alamo Area HANSEN LNMRACK RDCHESHIRE CTOAKGATE DRC H A T H A MTER S H A D O W C R E E K C T CAMINO TASSAJARA HANSEN LNDP03-3009 8104 7779 7613 7621 7780 7778 7777 7776 2 1 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone48.pdf (Last Update 04-04-2019 SA) 200 0 200 400100 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 (Zone description on page 10) Assessment DiagramContra Costa County LL-2Zone 48Oakgate Drive – Danville Area LIVORNA RD LAVENDER DRVELVET WAYLIVORNA HEIGHTS RDFOX CIR ELLIOTT CTMIRANDA LNALAMO COUNTRY CIRTULANE DR ALAMO LNMIRANDA PLPASEO DE SOLJAMES BOWIE CTFALCON VIEW CTMIRANDA AVE PEBBLEBROOK CT OSHER CT CRIMSON CT TURNER CTN E E L Y C T E N S L E YCT 7601 7818 1 1 1 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone54.pdf (Last Update 04-04-2019 SA) 400 0 400 800200 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 (Zone description on page 10) Assessment DiagramContra Costa County LL-2Zone 54Alamo Country – Alamo Area 7679 7907 7908 7909 7881 2 1 3 4 5 5 5 6 REGATTA PARK(AKA TYLER M EMO RI AL PARK) 2 U.S.POSTOFFICE ± N:\Contra\FY19-20\LL-2\Diagrams\Zone57.pdf (Last Update 04-04-2019 SA) 310 0 310 620155 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 57Pacific W aterways – Discovery Bay Area(Zone description on page 10) Page 1 of 3 VILLAGE V VILLAGE III VILLAGE II VILLAGE I VILLAGE IV Page 3 Page 2 Cou nty ma in tained la ndscape are as are all on the e ast side of Bixler Road. There are int erm ittent p ocke ts at entrywa ys which are mainta ined by other services (HOAs).Point of Timber Road is b etwe en Village s I and II (north frontage Village I and south fron tage Villag e II). The entrywa y to The Lakes d evelopm ent is maintained by other se rvices (HOAs). * ** 7686 8166 8167 8143 NEWPORT DRABERDEEN LNCAMBRIDGE LNNEWBURY LNHAMPSHIRE DRSLIFER DRCARDINAL LNAMESBURY STPRESTON DRBERKSHIRE CTFAREHAM CTPOINT OF TIMBER RD BIXLER RDS T I R L I N G C T S U S S E X C T HASTINGS DR CAMBRIDGE CT HALF MOON CTCUMMINGS LN FROST WYBRONTE DREMERSON CTWILDE DRGULLEN DRCOLERIDGE WYPOE DRWILDE DRWILDE DRKEATS CTSLIFER PARK PARK&RIDE LOT VILLAGE I 1 4 5 2 *** 6 3 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone61.pdf (Last Update 04-04-2019 SA) 500 0 500 1,000250Fe et Assessment DiagramContra Costa County LL-2Zone 61Discovery Bay West – Discovery Bay Area(Zone description on page 10) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Park & Ride Lots CONTINUED ON NEXT PAGE 8166 8023 8429 8432 8433 8431 8430 8428BIXLER RDHAMPSHIRE DRPOINT OF TIMBER RD LAKESHORE CIR CRESCENT WAY YOSEMITE WAY WINCHESTER LOOP BRIDGEPORT LOOP SUPERIOR WAYMENDOCINO WAYCUMBERLAND WAYCASTLEROCK LOOP LOOKOUT POINT LOOP KEYSTONE LOOP OTTER BROOK LOOP HALF MOON CTTOPAZ CTLAKESHORE CIRPOE DRVILLAGE V VILLAGE III VILLAGE II VILLAGE I VILLAGE IV 6 Page 3 Page 1 VILLAGE II 3 ** * Page 2 of 3 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone61.pdf (Last Update 04-04-2019 SA) 500 0 500 1,000250 Fe et Assessment DiagramContra Costa County LL-2Zone 61Discovery Bay West – Discovery Bay Area(Zone description on page 10) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Park & Ride Lots Cou nty ma in tained la ndscape are as are all on the e ast side of Bixler Road. There are int erm ittent p ocke ts at entrywa ys which are mainta ined by other services (HOAs).Point of Timber Road is b etwe en Village s I and II (north frontage Village I and south fron tage Villag e II). The entrywa y to The Lakes d evelopm ent is maintained by other se rvices (HOAs). * ** CONTINUED ON NEXT PAGE Page 3 of 3 VILLAGE V VILLAGE III VILLAGE II VILLAGE I VILLAGE IV Page 1 County maintained landscape areas are all on the east side of Bixler Road.There are intermittent pockets at entryways which are maintained by other services (HOAs). * Page 2 8572 8571 8570 8580 8827 9322 8993 8992 8577 8578 8579 9067 8828 8828 BIXLER RDLAKEFRONT LOOP AR C A D IA C I R GO LD C R EEK C IR FERN RIDGE CIR A L M A N OR D R O R O V IL L E C T LA K E F R O N T L O O P SENECA CIR CRYSTAL SPRINGS CIR GREEN CASTLE CIR YELLOWSTONE CIR NEW MELONES CIR SHEARWATER CIRLAKEHEAD WAYKEYESPORT WAYBAY HARBOR WAYN LAKEFRONT LOOPTIDEWATER WAYFREEPORT CTDAVENPORT CIRPESCADERO CIRHARBOR HAVEN W AYBOCA RATON WAYMONTICELLO WAYMYSTIC CTOUTRIGGER WAYPYRAMID WAYKEY W WAYWESTPORT CIR BROOKHAVEN CIR PINEHALLOW CIR LIVINGSTON CT MERRITT CT PARDEE CTRAINBOW CTNATOMA CT* 6 VILLAGE V VILLAGE III VILLAGE IV ± N:\Contra\FY19-20\LL-2\Diagrams\Zone61.pdf (Last Update 04-04-2019 SA) 1,000 0 1,000 2,000500Feet Assessment DiagramContra Costa County LL-2Zone 61Discovery Bay West – Discovery Bay Area(Zone description on page 10) LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Park & Ride Lots 79031 PARKWAYESTATESPARK ± N:\Contra\FY19-20\LL-2\Diagrams\Zone63.pdf (Last Update 04-04-2019 SA) 100 0 100 20050 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 63Parkway Estates - North Richmond Area(Zone description on page 11) D U B L IN D R DUBLIN DRO C O N N E R D R O R O U R K E D R E I R E D R SAN PABLO AVEO C O N N O R D R 7661 1 2 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone64.pdf (Last Update 04-04-2019 SA) 100 0 100 20050 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 6 4California R efle ctions – P inole A rea(Zone description on page 11) 8847 8002 8698 8002 C H A R B R A Y S T LUSITANO STMARTINGALE CTGRIFFON STWELSHLAND STGRIFFON STM A S S A R A S T C A S A B L A N C A S T MADELINE LNVA N E S S A WAY PROVENCE RD M O N T E A L B E R S WAYBLUE SPUR CIRM A N T O V A S T MENTON STMONTEROSSO STC O L M A R S T GENOA STMARSANNE ST R I O J A S T CREEKVIEW PLC A S A B L A N C A S T MONTEROSSO STC A R M E N W A Y KNOLLS CREEK DRARIEL DRCAMINO TASSAJARA 2 DIABLO VISTASCHOOLBALLFIELDS ± N:\Contra\FY19-20\LL-2\Diagrams\Zone68.pdf (Last Update 04-04-2019 SA) 400 0 400 800200 Feet LEGEND Indicates Maintenance Area fromPart A in Engi ne er's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 (Zone description on page 11) 1 Assessment DiagramContra Costa County LL-2Zone 6 8Wendt Ranch – Danville A rea(Zone description on page 11) C H A R B R A Y S T LUSITANO STMARTINGALE CTCASHMERE ST ANGORA CT GRIFFON STWELSHLAND STGRIFFON STM A S S A R A S T C A S A B L A N C A S T MADELINE LNVA N E S S A W AY CHARBRAY ST BENGALI STBELARUS STEVOLENE STBENGALI STM O N T E A L B E R S WAYBLUE SPUR CIRM A N T O V A S T MENTON STMONTEROSSO STC O L M A R S T GENOA STMARSANNE ST R I O J A S T CREEKVIEW PLC A S A B L A N C A S T MONTEROSSO STC A R M E N W A Y KNOLLS CREEK DRARIEL DRCAMINO TASSAJARA CAMINO TASSAJARA 9005 8381 8941 8982 9035 9037 9036 9315 9314 2 5 3 DIABLO VISTASCHOOLBALLFIELDS 4 ± N:\Contra\FY19-20\LL-2\Diagrams\Zone69.pdf (Last Update 04-04-2019 SA) 500 0 500 1,000250 Fe et LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 69Alamo Creek – Danville Area(Zone description on page 11)1 LAWRENCE RDC H A R B R A Y S T JASMINE WY MARTINGALE CTCULET LN GRIFFON STWELSHLAND STGRIFFON STM A S S A R A S T F R E E SI A C T C A S A B L A N C A S T MADELINE LNVAN ES SA WAY CULET DR PROVENCE RD CHES T E R F I E L D L N MON TE AL BE RS W AY MARIGOLD ST CAFE CTCREEKPOINT CT BLUE SPUR CIRM A N T O V A S T MENTON STMONTEROSSO STCULET RANCH RD C O L M A R S T GENOA STMARSANNE STJASMINE C TR I O J A S T CRYSTAL SPRINGS CT CREEKVIEW PLC A S A B L A N C A S T MONTEROSSO STC A R M E N W A Y KNOLLS CREEK DRARIEL DRDAISY CT CAMINO TASSAJARA CAMINO TASSAJARA HANSEN LN8331 2 4 1 5 3 N:\Contra\FY19-20\LL-2\Diagrams\Zone70.pdf (Last Update 04-04-2019 SA) 500 0 500 1,000250 Feet LEGEND Indicates Maintenance Area fromPart A in Engineer's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 70Intervening Properties – Danville A re a(Zone description on page 12) 8331 9005 8381 8941 8982 9035 9037 9036 9315 9314 9037LAWRENCE RDC H A R B R A Y S T LUSITANO STMARTINGALE CTCASHMERE ST ANGORA CT GRIFFON STMEADOW LAKE DR WELSHLAND STGRIFFON STM A S S A R A S T F R E E SIA C T CA S A B L A N C A S T MADELINE LNVAN E S S A WAY C H A R B R A Y S T CHARBRAY ST BENGALI STBELARUS STEVOLENE STBENGALI STPROVENCE RD MON T E A LB ER S WAY MARIGOLD ST CAFE CTBLUE SPUR CIRM A N T O V A S T MENTON STMONTEROSSO STCULET RANCH RD C O L M A R S T GENOA STMARSANNE ST R I O J A S T CRYSTAL SPRINGS CT CREEKVIEW PLC A S A B L A N C A S T MONTEROSSO STC A R M E N W A Y KNOLLS CREEK DRARIEL DRCAMINO TASSAJARA CAMINO TASSAJARA CAMINO TASSAJARAHANSEN LNDIABLO VISTASCHOOLBALLFIELDS 1 ± (Zone description on page 12) LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 N:\Contra\FY19-20\LL-2\Diagrams\Zone71.pdf (Last Update 04-04-2019 SA) 700 0 700 1,400350 Fe et Assessment DiagramContra Costa County LL-2Zone 71Diablo Vista Ballfields – Danville Area 8755 9293 3RD STMARKET AVE 1ST STSILVER AVE PITTSBURG AVE TRUMAN STGROVE AVEGARDEN TRACT RDDA VILLA N JADE STRUBY AVERICHMOND PKWYHARROLD STHENRY CLARK LUCY REID SPEARS MALCOLM DRELLISON LN W GROVE AVE W ARREN DRMARTIN DR2ND ST1ST ST2ND STSPEARSCIRCLE PARK 2 3 1 ± 400 0 400 800200 Fe et LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 Assessment DiagramContra Costa County LL-2Zone 74Bella Flora – Richmond Area(Zone description on page 12) N:\Contra\FY19-20\LL-2\Diagrams\Zone74.pdf (Last Update 04-04-2019 SA) 89678984 S U N R I S E D RFALLING STAR DRLITTLE VALLEY RDPACHECO BLVDFALLING STAR DRHERON LNS U N R I S E D R BANBURY LOOP N O R W A L K C T 1 2 Church ofGod Assessment DiagramContra Costa County LL-2Zone 75Belmont Terrace – Pacheco Area(Zone description on page 13) ± 200 0 200 400100 Fe et LEGEND Indica tes Mai ntenance Area fromPart A in Enginee r's Reportte Frontage/Median Landscaping Open Space Trails Parks Subdivision Boundary and Number5534 N:\Contra\FY19-20\LL-2\Diagrams\Zone75.pdf (Last Update 04-04-2019 SA) Contra Costa County Countywide Landscaping District (LL-2) 2019-20 APPENDIX C ccc1920_PER Francisco & Associates, Inc. APPENDIX C FISCAL YEAR 2019-20 ASSESSMENT ROLL CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONES 1,2,4 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2830 MA LEVY CODE: Lynbrook-Bay Point Assessor's Parcel Number Assessment Amount 098-240-057 $76.16 098-240-060 $4,569.60 098-240-064 $3,674.72 098-381-001 $76.16 098-381-002 $76.16 098-381-003 $76.16 098-381-004 $76.16 098-381-005 $76.16 098-381-006 $76.16 098-381-007 $76.16 098-381-008 $76.16 098-381-009 $76.16 098-381-010 $76.16 098-381-011 $76.16 098-381-012 $76.16 098-381-013 $76.16 098-381-014 $76.16 098-381-015 $76.16 098-381-016 $76.16 098-381-017 $76.16 098-381-018 $76.16 098-381-019 $76.16 098-381-020 $76.16 098-381-021 $76.16 098-381-022 $76.16 098-381-023 $76.16 098-381-024 $76.16 098-381-025 $76.16 098-381-026 $76.16 098-381-027 $76.16 098-381-028 $76.16 098-381-029 $76.16 098-381-030 $76.16 098-381-031 $76.16 098-381-032 $76.16 098-381-033 $76.16 098-381-034 $76.16 098-382-001 $76.16 098-382-002 $76.16 098-382-003 $76.16 098-382-004 $76.16 098-382-005 $76.16 098-382-006 $76.16 098-382-007 $76.16 098-382-008 $76.16 098-382-009 $76.16 098-382-010 $76.16 098-382-011 $76.16 098-382-012 $76.16 098-382-013 $76.16 098-382-014 $76.16 098-382-015 $76.16 098-382-016 $76.16 098-382-017 $76.16 098-382-018 $76.16 098-382-019 $76.16 Assessor's Parcel Number Assessment Amount 098-382-020 $76.16 098-382-021 $76.16 098-382-022 $76.16 098-382-023 $76.16 098-382-024 $76.16 098-382-025 $76.16 098-382-026 $76.16 098-382-027 $76.16 098-382-028 $76.16 098-382-029 $76.16 098-382-030 $76.16 098-382-031 $76.16 098-382-032 $76.16 098-383-001 $76.16 098-383-002 $76.16 098-383-003 $76.16 098-383-004 $76.16 098-383-005 $76.16 098-383-006 $76.16 098-383-007 $76.16 098-383-008 $76.16 098-383-009 $76.16 098-383-010 $76.16 098-383-011 $76.16 098-383-012 $76.16 098-383-013 $76.16 098-383-014 $76.16 098-383-015 $76.16 098-383-016 $76.16 098-383-017 $76.16 098-383-018 $76.16 098-383-019 $76.16 098-383-020 $76.16 098-383-021 $76.16 098-383-022 $76.16 098-383-023 $76.16 098-383-024 $76.16 098-383-025 $76.16 098-383-026 $76.16 098-383-027 $76.16 098-383-028 $76.16 098-383-029 $76.16 098-383-030 $76.16 098-383-031 $76.16 098-383-032 $76.16 098-383-033 $76.16 098-383-034 $76.16 098-383-035 $76.16 098-383-036 $76.16 098-383-037 $76.16 098-383-038 $76.16 098-391-001 $76.16 098-391-002 $76.16 098-391-003 $76.16 098-391-004 $76.16 098-391-005 $76.16 Assessor's Parcel Number Assessment Amount 098-391-006 $76.16 098-391-007 $76.16 098-391-008 $76.16 098-391-009 $76.16 098-391-010 $76.16 098-391-011 $76.16 098-391-012 $76.16 098-391-013 $76.16 098-391-014 $76.16 098-391-015 $76.16 098-391-016 $76.16 098-391-017 $76.16 098-391-018 $76.16 098-391-019 $76.16 098-391-020 $76.16 098-391-021 $76.16 098-391-022 $76.16 098-392-001 $76.16 098-392-002 $76.16 098-392-003 $76.16 098-392-004 $76.16 098-392-005 $76.16 098-392-006 $76.16 098-392-007 $76.16 098-392-008 $76.16 098-392-009 $76.16 098-392-010 $76.16 098-392-011 $76.16 098-392-012 $76.16 098-392-013 $76.16 098-392-014 $76.16 098-392-015 $76.16 098-392-016 $76.16 098-392-017 $76.16 098-392-018 $76.16 098-392-019 $76.16 098-392-020 $76.16 098-392-021 $76.16 098-392-022 $76.16 098-392-023 $76.16 098-392-024 $76.16 098-392-025 $76.16 098-392-026 $76.16 098-392-027 $76.16 098-392-028 $76.16 098-392-029 $76.16 098-393-001 $76.16 098-393-002 $76.16 098-393-003 $76.16 098-393-004 $76.16 098-393-005 $76.16 098-393-006 $76.16 098-393-007 $76.16 098-393-008 $76.16 098-393-009 $76.16 098-393-010 $76.16 Assessor's Parcel Number Assessment Amount 098-393-011 $76.16 098-393-012 $76.16 098-393-013 $76.16 098-393-014 $76.16 098-393-015 $76.16 098-393-016 $76.16 098-393-017 $76.16 098-393-018 $76.16 098-393-019 $76.16 098-393-020 $76.16 098-393-021 $76.16 098-393-022 $76.16 098-393-023 $76.16 098-393-024 $76.16 098-393-025 $76.16 098-393-026 $76.16 098-393-027 $76.16 098-401-001 $76.16 098-401-002 $38.08 098-401-003 $38.08 098-401-004 $38.08 098-401-005 $38.08 098-401-006 $38.08 098-401-007 $38.08 098-401-008 $38.08 098-401-009 $38.08 098-401-010 $38.08 098-401-011 $38.08 098-401-012 $38.08 098-401-013 $38.08 098-401-014 $38.08 098-401-015 $38.08 098-401-016 $38.08 098-401-017 $38.08 098-401-018 $38.08 098-401-019 $38.08 098-401-020 $38.08 098-401-021 $38.08 098-401-022 $38.08 098-401-023 $38.08 098-401-024 $38.08 098-401-025 $38.08 098-401-026 $76.16 098-401-027 $38.08 098-401-028 $38.08 098-401-029 $38.08 098-401-030 $38.08 098-401-031 $38.08 098-401-032 $38.08 098-402-001 $38.08 098-402-002 $38.08 098-402-003 $38.08 098-402-004 $38.08 098-402-005 $76.16 098-402-006 $38.08 098-402-007 $38.08 1 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONES 1,2,4 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2830 MA LEVY CODE: Lynbrook-Bay Point Assessor's Parcel Number Assessment Amount 098-402-008 $38.08 098-402-009 $38.08 098-402-010 $38.08 098-402-011 $38.08 098-402-012 $38.08 098-402-013 $38.08 098-402-014 $38.08 098-402-015 $38.08 098-403-001 $76.16 098-403-002 $76.16 098-403-003 $76.16 098-403-004 $76.16 098-403-005 $76.16 098-404-001 $38.08 098-404-002 $38.08 098-404-003 $38.08 098-404-004 $38.08 098-404-005 $38.08 098-404-006 $38.08 098-404-007 $38.08 098-404-008 $38.08 098-404-009 $38.08 098-404-010 $38.08 098-404-011 $76.16 098-405-001 $38.08 098-405-002 $38.08 098-405-003 $38.08 098-405-004 $38.08 098-405-005 $38.08 098-405-006 $38.08 098-405-007 $38.08 098-405-008 $38.08 098-405-009 $38.08 098-405-010 $38.08 098-405-011 $38.08 098-405-012 $38.08 098-405-013 $38.08 098-405-014 $38.08 098-405-015 $38.08 098-405-016 $38.08 098-405-017 $38.08 098-405-018 $38.08 098-405-019 $38.08 098-405-020 $38.08 098-405-021 $38.08 098-405-022 $38.08 098-405-023 $76.16 098-405-024 $76.16 098-405-025 $38.08 098-405-026 $38.08 098-405-027 $38.08 098-405-028 $38.08 098-405-029 $38.08 098-405-030 $38.08 098-405-031 $38.08 098-405-032 $38.08 Assessor's Parcel Number Assessment Amount 098-405-033 $38.08 098-405-034 $38.08 098-405-035 $38.08 098-405-036 $38.08 098-405-037 $38.08 098-405-038 $38.08 098-405-039 $38.08 098-405-040 $38.08 098-405-041 $38.08 098-405-042 $38.08 098-405-043 $38.08 098-405-044 $38.08 098-405-045 $38.08 098-405-046 $38.08 098-405-047 $38.08 098-405-048 $38.08 098-405-049 $38.08 098-405-050 $38.08 098-405-051 $38.08 098-405-052 $38.08 098-405-053 $38.08 098-405-054 $38.08 098-406-001 $76.16 098-406-002 $38.08 098-406-003 $38.08 098-406-004 $38.08 098-406-005 $38.08 098-406-006 $38.08 098-406-007 $38.08 098-406-008 $38.08 098-406-009 $38.08 098-406-010 $38.08 098-406-011 $38.08 098-406-012 $38.08 098-406-013 $38.08 098-406-014 $76.16 098-406-015 $76.16 098-406-016 $38.08 098-406-017 $38.08 098-406-018 $38.08 098-406-019 $38.08 098-406-020 $76.16 098-406-021 $76.16 098-406-022 $38.08 098-406-023 $38.08 098-406-024 $76.16 098-406-025 $38.08 098-406-026 $38.08 098-406-027 $38.08 098-406-028 $38.08 098-406-029 $38.08 098-406-030 $38.08 098-411-001 $76.16 098-411-002 $76.16 098-411-003 $76.16 098-411-004 $76.16 Assessor's Parcel Number Assessment Amount 098-411-005 $76.16 098-411-006 $76.16 098-411-007 $76.16 098-411-008 $76.16 098-411-009 $76.16 098-411-010 $76.16 098-411-011 $76.16 098-411-012 $76.16 098-411-013 $76.16 098-411-014 $76.16 098-411-015 $76.16 098-411-016 $76.16 098-411-017 $76.16 098-411-018 $76.16 098-411-019 $76.16 098-411-020 $76.16 098-412-001 $76.16 098-412-002 $76.16 098-412-003 $76.16 098-412-004 $76.16 098-412-005 $76.16 098-412-006 $76.16 098-412-007 $76.16 098-412-008 $76.16 098-412-009 $76.16 098-412-010 $76.16 098-412-011 $76.16 098-412-012 $76.16 098-412-013 $76.16 098-412-014 $76.16 098-412-015 $76.16 098-412-016 $76.16 098-412-017 $76.16 098-412-018 $76.16 098-412-019 $76.16 098-412-020 $76.16 098-412-021 $76.16 098-412-022 $76.16 098-412-023 $76.16 098-412-024 $76.16 098-412-025 $76.16 098-412-026 $76.16 098-412-027 $76.16 098-412-028 $76.16 098-412-029 $76.16 098-413-001 $76.16 098-413-002 $76.16 098-413-003 $76.16 098-413-004 $76.16 098-413-005 $76.16 098-413-006 $76.16 098-413-007 $76.16 098-413-008 $76.16 098-413-009 $76.16 098-413-010 $76.16 098-413-011 $76.16 Assessor's Parcel Number Assessment Amount 098-413-012 $76.16 098-413-013 $76.16 098-413-014 $76.16 098-413-015 $76.16 098-413-016 $76.16 098-413-017 $76.16 098-413-018 $76.16 098-413-019 $76.16 098-413-020 $76.16 098-413-021 $76.16 098-413-022 $76.16 098-413-023 $76.16 098-413-024 $76.16 098-413-025 $76.16 098-413-026 $76.16 098-413-027 $76.16 098-413-028 $76.16 098-413-029 $76.16 098-413-030 $76.16 098-413-031 $76.16 098-413-032 $76.16 098-413-033 $76.16 098-413-034 $76.16 098-413-035 $76.16 098-413-036 $76.16 098-413-037 $76.16 098-413-038 $76.16 098-413-039 $76.16 098-413-040 $76.16 098-413-041 $76.16 098-413-042 $76.16 098-413-043 $76.16 098-413-044 $76.16 098-414-001 $76.16 098-414-002 $76.16 098-414-003 $76.16 098-414-004 $76.16 098-414-005 $76.16 098-414-006 $76.16 098-421-001 $76.16 098-421-002 $76.16 098-421-003 $76.16 098-421-004 $76.16 098-421-005 $76.16 098-421-006 $76.16 098-421-007 $76.16 098-421-008 $76.16 098-421-009 $76.16 098-421-010 $76.16 098-421-011 $76.16 098-421-012 $76.16 098-421-013 $76.16 098-421-014 $76.16 098-421-015 $76.16 098-422-001 $76.16 098-422-002 $76.16 2 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONES 1,2,4 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2830 MA LEVY CODE: Lynbrook-Bay Point Assessor's Parcel Number Assessment Amount 098-422-003 $76.16 098-422-004 $76.16 098-422-005 $76.16 098-422-006 $76.16 098-422-007 $76.16 098-422-008 $76.16 098-422-009 $76.16 098-422-010 $76.16 098-422-011 $76.16 098-422-012 $76.16 098-422-013 $76.16 098-430-001 $38.08 098-430-002 $38.08 098-430-003 $38.08 098-430-004 $38.08 098-430-005 $38.08 098-430-006 $38.08 098-430-007 $38.08 098-430-008 $38.08 098-430-009 $38.08 098-430-010 $38.08 098-430-011 $38.08 098-430-012 $38.08 098-430-013 $38.08 098-430-014 $38.08 098-430-015 $38.08 098-430-016 $38.08 098-430-017 $38.08 098-430-018 $38.08 098-430-019 $76.16 098-430-020 $38.08 098-430-021 $38.08 098-430-022 $38.08 098-430-023 $38.08 098-430-024 $38.08 098-430-025 $38.08 098-430-026 $38.08 098-430-027 $38.08 098-430-028 $38.08 098-430-029 $38.08 098-430-030 $76.16 098-430-031 $38.08 098-430-032 $38.08 098-430-033 $38.08 098-430-034 $38.08 098-430-035 $38.08 098-430-036 $38.08 098-430-037 $38.08 098-430-038 $38.08 098-430-039 $76.16 098-430-040 $38.08 098-430-041 $38.08 098-430-042 $38.08 098-430-043 $38.08 098-431-001 $38.08 098-431-002 $38.08 Assessor's Parcel Number Assessment Amount 098-431-003 $76.16 098-431-004 $76.16 098-431-005 $76.16 098-431-006 $38.08 098-431-007 $38.08 098-431-008 $38.08 098-431-009 $38.08 098-431-010 $38.08 098-431-011 $38.08 098-431-012 $76.16 098-431-013 $38.08 098-431-014 $38.08 098-431-015 $38.08 098-431-016 $38.08 098-431-017 $38.08 098-431-018 $38.08 098-432-001 $38.08 098-432-002 $38.08 098-432-003 $38.08 098-432-004 $38.08 098-432-005 $38.08 098-432-006 $38.08 098-432-007 $76.16 098-432-008 $38.08 098-432-009 $38.08 098-432-010 $76.16 098-432-011 $38.08 098-432-012 $38.08 098-432-013 $38.08 098-432-014 $38.08 098-432-015 $38.08 098-432-016 $38.08 098-432-017 $38.08 098-432-018 $38.08 098-432-019 $38.08 098-432-020 $38.08 098-432-021 $76.16 098-432-022 $76.16 098-433-001 $38.08 098-433-002 $76.16 098-433-003 $38.08 098-433-004 $38.08 098-433-005 $38.08 098-433-006 $38.08 098-433-007 $38.08 098-433-008 $38.08 098-433-009 $38.08 098-433-010 $38.08 098-433-011 $38.08 098-433-012 $38.08 098-441-001 $76.16 098-441-002 $76.16 098-441-003 $76.16 098-441-004 $76.16 098-441-005 $76.16 098-441-006 $76.16 Assessor's Parcel Number Assessment Amount 098-441-007 $76.16 098-441-008 $76.16 098-441-009 $76.16 098-441-010 $76.16 098-441-011 $76.16 098-441-012 $76.16 098-441-013 $76.16 098-441-014 $76.16 098-441-015 $76.16 098-441-016 $76.16 098-441-017 $76.16 098-441-018 $76.16 098-441-019 $76.16 098-441-020 $76.16 098-441-021 $76.16 098-441-022 $76.16 098-441-023 $76.16 098-441-024 $76.16 098-441-025 $76.16 098-441-026 $76.16 098-441-027 $76.16 098-441-028 $76.16 098-441-029 $76.16 098-441-030 $76.16 098-441-031 $76.16 098-441-032 $76.16 098-441-033 $76.16 098-441-034 $76.16 098-441-035 $76.16 098-441-036 $76.16 098-441-037 $76.16 098-441-038 $76.16 098-441-039 $76.16 098-441-040 $76.16 098-441-041 $76.16 098-441-042 $76.16 098-441-043 $76.16 098-441-044 $76.16 098-441-045 $76.16 098-441-046 $76.16 098-441-047 $76.16 098-441-048 $76.16 098-441-049 $76.16 098-441-050 $76.16 098-441-051 $76.16 098-441-052 $76.16 098-441-053 $76.16 098-441-054 $76.16 098-441-055 $76.16 098-441-056 $76.16 098-441-057 $76.16 098-441-058 $76.16 098-441-059 $76.16 098-441-060 $76.16 098-442-001 $76.16 098-442-002 $76.16 Assessor's Parcel Number Assessment Amount 098-442-003 $76.16 098-442-004 $76.16 098-442-005 $76.16 098-442-006 $76.16 098-442-007 $76.16 098-442-008 $76.16 098-442-009 $76.16 098-442-010 $76.16 098-442-011 $76.16 098-442-012 $76.16 098-442-013 $76.16 098-442-014 $76.16 098-442-015 $76.16 098-442-016 $76.16 098-442-017 $76.16 098-442-018 $76.16 098-442-019 $76.16 098-442-020 $76.16 098-442-021 $76.16 098-442-022 $76.16 098-442-023 $76.16 098-442-024 $76.16 098-442-025 $76.16 098-442-026 $76.16 098-442-027 $76.16 098-442-028 $76.16 098-442-029 $76.16 098-443-001 $76.16 098-443-002 $76.16 098-443-003 $76.16 098-443-004 $76.16 098-443-005 $76.16 098-443-006 $76.16 098-443-007 $76.16 098-443-008 $76.16 098-443-009 $76.16 098-443-010 $76.16 098-443-011 $76.16 098-443-012 $76.16 098-443-013 $76.16 098-443-014 $76.16 098-443-015 $76.16 098-443-016 $76.16 098-443-017 $76.16 098-443-018 $76.16 098-443-019 $76.16 098-443-020 $76.16 098-443-021 $76.16 098-443-022 $76.16 098-443-023 $76.16 098-443-024 $76.16 098-443-025 $76.16 098-443-026 $76.16 098-443-027 $76.16 098-443-028 $76.16 098-443-029 $76.16 3 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONES 1,2,4 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2830 MA LEVY CODE: Lynbrook-Bay Point Assessor's Parcel Number Assessment Amount 098-443-030 $76.16 098-443-031 $76.16 098-443-032 $76.16 098-443-033 $76.16 098-443-034 $76.16 098-443-035 $76.16 098-443-036 $76.16 098-443-037 $76.16 098-443-038 $76.16 098-443-039 $76.16 098-443-040 $76.16 098-450-002 $9,329.60 684Total Parcels: $61,327.84 Total Assessment: 4 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 3 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2831 ML LEVY CODE: Hickory Meadows - Bay Point Assessor's Parcel Number Assessment Amount 093-201-001 $180.08 093-201-002 $180.08 093-201-003 $180.08 093-201-004 $180.08 093-201-005 $180.08 093-201-006 $180.08 093-201-007 $180.08 093-201-008 $180.08 093-201-009 $180.08 093-201-010 $180.08 093-201-011 $180.08 093-201-012 $180.08 093-201-013 $180.08 093-201-014 $180.08 093-201-015 $180.08 093-201-016 $180.08 093-201-017 $180.08 093-201-018 $180.08 093-201-019 $180.08 093-201-020 $180.08 093-201-021 $180.08 093-201-022 $180.08 093-201-023 $180.08 093-201-024 $180.08 093-201-025 $180.08 093-201-026 $180.08 093-201-027 $180.08 093-201-028 $180.08 093-201-029 $180.08 093-201-030 $180.08 093-201-031 $180.08 093-201-032 $180.08 093-201-033 $180.08 093-201-034 $180.08 093-202-001 $180.08 093-202-002 $180.08 093-202-003 $180.08 093-202-004 $180.08 093-202-005 $180.08 093-202-006 $180.08 093-202-007 $180.08 093-202-008 $180.08 093-202-009 $180.08 093-203-001 $180.08 093-203-002 $180.08 093-203-003 $180.08 093-203-004 $180.08 093-203-005 $180.08 093-203-006 $180.08 093-203-007 $180.08 093-203-008 $180.08 093-203-009 $180.08 093-203-010 $180.08 093-203-011 $180.08 093-203-012 $180.08 093-203-013 $180.08 Assessor's Parcel Number Assessment Amount 093-203-014 $180.08 093-203-015 $180.08 093-203-016 $180.08 093-203-017 $180.08 093-203-018 $180.08 093-203-019 $180.08 093-203-020 $180.08 093-203-021 $180.08 093-204-001 $180.08 093-204-002 $180.08 093-204-003 $180.08 093-204-004 $180.08 093-204-005 $180.08 093-204-006 $180.08 093-204-007 $180.08 093-204-008 $180.08 093-204-009 $180.08 093-204-010 $180.08 093-204-011 $180.08 093-204-012 $180.08 093-204-013 $180.08 093-204-014 $180.08 78Total Parcels: $14,046.24 Total Assessment: 5 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 5 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2824 NC LEVY CODE: Pacheco Beautification Assessor's Parcel Number Assessment Amount 125-032-004 $70.10 125-032-005 $70.10 125-032-006 $70.10 125-032-012 $70.10 125-032-030 $70.10 125-032-031 $90.42 125-032-032 $70.10 125-032-033 $35.04 125-032-035 $70.10 125-046-001 $70.10 125-046-002 $35.04 125-046-009 $82.72 125-046-010 $70.10 125-071-005 $70.10 125-071-008 $70.10 125-071-009 $70.10 125-071-010 $70.10 125-071-011 $35.04 125-071-012 $35.04 125-072-005 $70.10 125-072-006 $70.10 125-072-007 $70.10 125-072-008 $70.10 125-072-009 $70.10 125-072-010 $70.10 125-072-011 $70.10 125-072-012 $70.10 125-072-013 $70.10 125-072-014 $70.10 125-072-015 $70.10 125-073-003 $70.10 125-074-004 $70.10 125-074-005 $70.10 125-074-006 $70.10 125-074-009 $70.10 125-074-010 $70.10 125-074-011 $70.10 125-074-012 $70.10 125-074-013 $70.10 125-074-014 $70.10 125-074-016 $70.10 125-074-017 $70.10 125-074-018 $70.10 125-075-003 $70.10 125-075-004 $70.10 125-075-005 $70.10 125-075-007 $70.10 125-075-010 $70.10 125-075-011 $70.10 125-075-012 $70.10 125-075-013 $35.04 125-076-002 $70.10 125-077-018 $70.10 125-077-024 $70.10 125-077-028 $157.02 125-080-007 $70.10 Assessor's Parcel Number Assessment Amount 125-080-008 $70.10 125-080-012 $70.10 125-080-019 $70.10 125-080-020 $70.10 125-080-021 $70.10 125-080-035 $70.10 125-080-036 $70.10 125-080-037 $70.10 125-080-038 $70.10 125-080-039 $70.10 125-080-040 $70.10 125-080-041 $70.10 125-080-042 $70.10 125-080-043 $70.10 125-080-044 $70.10 125-080-045 $70.10 125-080-046 $70.10 125-080-047 $70.10 125-080-048 $70.10 125-080-049 $70.10 125-080-050 $70.10 125-080-051 $70.10 125-080-052 $70.10 125-080-053 $70.10 125-080-054 $70.10 125-080-055 $70.10 125-080-056 $70.10 125-080-057 $70.10 125-080-058 $70.10 125-080-059 $70.10 125-080-060 $70.10 125-080-061 $70.10 125-080-062 $70.10 125-080-063 $70.10 125-080-064 $70.10 125-080-065 $70.10 125-080-066 $70.10 125-080-067 $70.10 125-080-068 $70.10 125-080-069 $70.10 125-080-070 $70.10 125-080-071 $70.10 125-080-072 $70.10 125-080-073 $70.10 125-080-074 $70.10 125-080-075 $70.10 125-080-076 $70.10 125-080-077 $70.10 125-080-078 $70.10 125-080-079 $70.10 125-080-080 $70.10 125-080-081 $70.10 125-080-082 $70.10 125-080-083 $70.10 125-080-084 $70.10 125-080-085 $70.10 Assessor's Parcel Number Assessment Amount 125-080-086 $70.10 125-080-087 $70.10 125-080-088 $70.10 125-080-089 $70.10 125-080-090 $70.10 125-080-091 $70.10 125-080-092 $70.10 125-080-093 $70.10 125-080-094 $70.10 125-080-095 $70.10 125-080-096 $70.10 125-080-097 $70.10 125-080-098 $70.10 125-080-099 $70.10 125-080-100 $70.10 125-080-101 $70.10 125-080-102 $70.10 125-080-103 $70.10 125-080-104 $70.10 125-080-105 $70.10 125-080-107 $35.04 125-080-108 $35.04 125-080-109 $35.04 125-080-110 $35.04 125-080-111 $35.04 125-080-112 $35.04 125-080-113 $35.04 125-080-114 $35.04 125-080-115 $35.04 125-080-116 $35.04 125-080-117 $35.04 125-080-118 $35.04 125-080-119 $35.04 125-080-120 $35.04 125-080-121 $35.04 125-080-122 $35.04 125-090-001 $70.10 125-090-002 $70.10 125-090-003 $70.10 125-090-004 $70.10 125-090-005 $70.10 125-090-006 $70.10 125-090-009 $70.10 125-090-010 $70.10 125-090-032 $70.10 125-090-033 $70.10 125-090-036 $70.10 125-090-037 $70.10 125-090-038 $70.10 125-090-039 $70.10 125-090-067 $35.04 125-090-068 $70.10 125-090-069 $70.10 125-090-070 $70.10 125-090-071 $70.10 125-090-072 $70.10 Assessor's Parcel Number Assessment Amount 125-091-051 $70.10 125-091-052 $70.10 125-091-053 $70.10 125-091-054 $70.10 125-091-055 $70.10 125-091-056 $70.10 125-091-057 $70.10 125-091-058 $70.10 125-091-059 $70.10 125-091-060 $70.10 125-091-061 $70.10 125-091-062 $70.10 125-091-063 $70.10 125-091-064 $70.10 125-091-065 $70.10 125-091-066 $70.10 125-091-067 $70.10 125-091-068 $70.10 125-091-069 $70.10 125-091-070 $70.10 125-091-071 $70.10 125-091-072 $70.10 125-091-073 $70.10 125-091-074 $70.10 125-091-075 $70.10 125-091-076 $70.10 125-091-077 $70.10 125-091-078 $70.10 125-091-079 $70.10 125-091-080 $70.10 125-100-009 $70.10 125-100-010 $70.10 125-100-011 $70.10 125-100-012 $70.10 125-100-013 $70.10 125-100-014 $70.10 125-100-015 $70.10 125-100-016 $105.14 125-100-017 $70.10 125-100-018 $35.04 125-100-021 $70.10 125-100-022 $70.10 125-100-023 $70.10 125-100-026 $35.04 125-100-027 $70.10 125-100-035 $35.04 125-100-037 $70.10 125-100-039 $210.30 125-111-001 $70.10 125-111-002 $70.10 125-111-003 $70.10 125-111-004 $70.10 125-111-005 $70.10 125-111-006 $70.10 125-111-007 $70.10 125-111-008 $70.10 6 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 5 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2824 NC LEVY CODE: Pacheco Beautification Assessor's Parcel Number Assessment Amount 125-111-009 $70.10 125-111-010 $70.10 125-111-011 $70.10 125-111-012 $70.10 125-111-013 $70.10 125-111-014 $70.10 125-111-015 $70.10 125-111-016 $70.10 125-111-017 $70.10 125-111-018 $70.10 125-111-019 $70.10 125-111-020 $70.10 125-111-021 $70.10 125-111-022 $70.10 125-111-023 $70.10 125-111-024 $70.10 125-111-025 $70.10 125-111-026 $70.10 125-111-027 $70.10 125-111-028 $70.10 125-112-001 $70.10 125-112-002 $70.10 125-112-003 $70.10 125-113-001 $70.10 125-113-002 $70.10 125-113-003 $70.10 125-113-004 $70.10 125-113-005 $70.10 125-113-006 $70.10 125-113-007 $70.10 125-113-008 $70.10 125-113-009 $70.10 125-113-010 $70.10 125-114-005 $70.10 125-114-006 $70.10 125-114-007 $70.10 125-114-008 $70.10 125-114-009 $70.10 125-114-010 $70.10 125-114-011 $70.10 125-114-012 $70.10 125-114-013 $70.10 125-114-014 $70.10 125-114-015 $70.10 125-114-016 $70.10 125-114-017 $70.10 125-114-019 $70.10 125-114-020 $70.10 125-114-021 $70.10 125-114-022 $70.10 125-115-002 $70.10 125-115-003 $70.10 125-115-004 $70.10 125-115-005 $70.10 125-115-006 $70.10 125-115-007 $70.10 Assessor's Parcel Number Assessment Amount 125-115-008 $70.10 125-115-009 $70.10 125-115-010 $70.10 125-120-003 $70.10 125-120-007 $70.10 125-120-010 $70.10 125-120-012 $70.10 125-120-014 $70.10 125-120-015 $70.10 125-120-017 $35.04 125-120-021 $140.20 125-120-025 $70.10 125-120-026 $70.10 125-120-034 $70.10 125-120-037 $70.10 125-120-038 $70.10 125-120-039 $70.10 125-120-040 $70.10 125-120-041 $70.10 125-120-042 $70.10 125-120-045 $70.10 125-120-046 $70.10 125-120-047 $70.10 125-120-048 $70.10 125-120-049 $70.10 125-120-050 $70.10 125-120-051 $70.10 125-120-052 $70.10 125-120-053 $70.10 125-120-054 $70.10 125-120-055 $70.10 125-120-056 $70.10 125-120-057 $70.10 125-120-058 $70.10 125-120-063 $70.10 125-120-064 $70.10 125-120-065 $70.10 125-120-066 $70.10 125-120-067 $70.10 125-120-068 $70.10 125-120-069 $70.10 125-120-070 $70.10 125-120-071 $70.10 125-120-072 $70.10 125-120-073 $35.04 125-120-074 $70.10 125-120-075 $70.10 125-120-076 $70.10 125-120-078 $70.10 125-120-079 $70.10 125-120-083 $70.10 125-120-085 $70.10 125-120-086 $70.10 125-120-091 $70.10 125-120-092 $70.10 125-120-093 $70.10 Assessor's Parcel Number Assessment Amount 125-120-095 $70.10 125-120-096 $70.10 125-120-097 $70.10 125-120-098 $70.10 125-120-099 $70.10 125-120-100 $70.10 125-120-105 $35.04 125-120-109 $350.50 125-120-110 $86.92 125-120-111 $70.10 125-120-112 $981.40 125-120-113 $35.04 125-120-114 $35.04 125-120-115 $35.04 125-120-116 $35.04 125-130-018 $139.50 125-130-021 $70.10 125-140-005 $35.04 125-140-006 $420.60 125-140-007 $70.10 125-140-008 $70.10 125-140-010 $70.10 125-140-011 $70.10 125-140-012 $70.10 125-140-013 $70.10 125-140-014 $70.10 125-140-015 $70.10 125-140-016 $70.10 125-140-017 $70.10 125-140-018 $70.10 125-140-019 $70.10 125-140-020 $70.10 125-140-021 $70.10 125-140-022 $70.10 125-140-023 $70.10 125-140-027 $91.82 125-140-028 $70.10 125-151-001 $70.10 125-151-002 $70.10 125-151-003 $70.10 125-151-004 $70.10 125-151-005 $70.10 125-151-006 $70.10 125-151-007 $70.10 125-151-008 $70.10 125-151-009 $70.10 125-151-010 $70.10 125-151-011 $70.10 125-151-012 $70.10 125-151-013 $70.10 125-151-014 $70.10 125-151-015 $70.10 125-152-001 $70.10 125-152-002 $70.10 125-152-003 $70.10 125-152-004 $70.10 Assessor's Parcel Number Assessment Amount 125-152-005 $70.10 125-152-006 $70.10 125-152-007 $70.10 125-152-008 $70.10 125-152-009 $70.10 125-152-010 $70.10 125-152-011 $70.10 125-152-012 $70.10 125-152-013 $70.10 125-153-001 $70.10 125-153-002 $70.10 125-153-003 $70.10 125-153-004 $70.10 125-153-005 $70.10 125-153-006 $70.10 125-153-007 $70.10 125-153-008 $70.10 125-155-001 $70.10 125-155-002 $70.10 125-155-003 $70.10 125-155-004 $70.10 125-155-005 $70.10 125-155-006 $70.10 125-155-007 $70.10 125-155-008 $70.10 125-155-009 $70.10 125-155-010 $70.10 125-155-011 $70.10 125-155-012 $70.10 125-155-013 $70.10 125-155-014 $70.10 125-155-015 $70.10 125-155-016 $70.10 125-155-017 $70.10 125-155-021 $35.04 125-155-022 $70.10 125-155-024 $35.04 125-155-026 $35.04 125-155-029 $35.04 125-155-030 $35.04 125-155-031 $35.04 125-155-032 $35.04 125-155-033 $35.04 125-155-034 $35.04 125-155-035 $35.04 125-155-036 $35.04 125-155-037 $35.04 125-155-038 $35.04 125-155-039 $35.04 125-155-040 $35.04 125-155-041 $35.04 125-155-042 $35.04 125-155-043 $35.04 125-155-044 $35.04 125-155-045 $35.04 125-155-046 $35.04 7 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 5 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2824 NC LEVY CODE: Pacheco Beautification Assessor's Parcel Number Assessment Amount 125-155-047 $35.04 125-155-048 $35.04 125-155-049 $35.04 125-155-050 $35.04 125-155-051 $70.10 125-155-052 $70.10 125-156-001 $70.10 125-156-002 $70.10 125-156-003 $70.10 125-156-004 $70.10 125-156-005 $70.10 125-156-006 $70.10 125-156-007 $70.10 125-156-008 $70.10 125-156-009 $70.10 125-156-010 $70.10 125-156-011 $70.10 125-156-012 $70.10 125-156-013 $70.10 125-156-014 $70.10 125-156-015 $70.10 125-156-016 $70.10 125-156-017 $70.10 125-156-018 $70.10 125-156-019 $70.10 125-156-020 $70.10 125-156-021 $70.10 125-156-022 $70.10 125-156-023 $70.10 125-156-024 $70.10 125-156-025 $70.10 125-156-026 $70.10 125-156-027 $70.10 125-156-028 $70.10 125-156-029 $70.10 125-156-030 $70.10 125-156-031 $70.10 125-156-032 $70.10 125-156-033 $70.10 125-156-034 $70.10 125-156-035 $70.10 125-156-036 $70.10 125-156-037 $70.10 125-156-038 $70.10 125-156-039 $70.10 125-161-001 $70.10 125-161-002 $70.10 125-161-003 $70.10 125-161-004 $70.10 125-161-005 $70.10 125-161-006 $70.10 125-161-007 $70.10 125-161-008 $70.10 125-161-009 $70.10 125-161-010 $70.10 125-162-001 $70.10 Assessor's Parcel Number Assessment Amount 125-162-002 $70.10 125-162-003 $70.10 125-162-004 $70.10 125-163-001 $70.10 125-163-002 $70.10 125-163-003 $70.10 125-163-004 $70.10 125-163-005 $70.10 125-163-006 $70.10 125-163-007 $70.10 125-163-008 $70.10 125-163-009 $70.10 125-163-010 $70.10 125-163-011 $70.10 125-163-012 $70.10 125-163-013 $70.10 125-163-014 $70.10 125-163-015 $70.10 125-163-016 $70.10 125-163-017 $70.10 125-163-018 $70.10 125-163-019 $70.10 125-163-020 $70.10 125-163-021 $70.10 125-163-022 $70.10 125-164-001 $70.10 125-164-002 $70.10 125-164-003 $70.10 125-164-004 $70.10 125-164-005 $70.10 125-164-006 $70.10 125-164-007 $70.10 125-164-008 $70.10 125-164-009 $70.10 125-164-010 $70.10 125-165-001 $70.10 125-165-002 $70.10 125-165-003 $70.10 125-165-004 $70.10 125-165-005 $70.10 125-165-006 $70.10 125-165-007 $70.10 125-165-008 $70.10 125-165-009 $70.10 125-171-001 $70.10 125-171-002 $70.10 125-171-003 $70.10 125-171-004 $70.10 125-171-005 $70.10 125-171-006 $70.10 125-172-001 $70.10 125-172-002 $70.10 125-172-003 $70.10 125-172-004 $70.10 125-172-005 $70.10 125-172-006 $70.10 Assessor's Parcel Number Assessment Amount 125-172-007 $70.10 125-172-008 $70.10 125-172-009 $70.10 125-173-001 $70.10 125-173-002 $70.10 125-173-003 $70.10 125-173-004 $70.10 125-173-005 $70.10 125-174-001 $70.10 125-174-002 $70.10 125-174-003 $70.10 125-174-004 $70.10 125-174-005 $70.10 125-174-006 $70.10 125-174-007 $70.10 125-174-008 $70.10 125-174-009 $70.10 125-174-010 $70.10 125-181-001 $70.10 125-181-002 $70.10 125-181-003 $70.10 125-181-004 $70.10 125-181-005 $70.10 125-181-006 $70.10 125-181-007 $70.10 125-181-008 $70.10 125-182-001 $70.10 125-182-002 $70.10 125-182-003 $70.10 125-182-004 $70.10 125-182-005 $70.10 125-182-006 $70.10 125-182-007 $70.10 125-182-008 $70.10 125-182-009 $70.10 125-182-010 $70.10 125-182-011 $70.10 125-182-012 $70.10 125-182-013 $70.10 125-182-014 $70.10 125-182-015 $70.10 125-182-016 $70.10 125-182-017 $70.10 125-182-018 $70.10 125-182-019 $70.10 125-182-020 $70.10 125-183-001 $70.10 125-183-002 $70.10 125-183-003 $70.10 125-183-004 $70.10 125-183-005 $70.10 125-183-006 $70.10 125-184-001 $70.10 125-184-002 $70.10 125-184-003 $70.10 125-184-004 $70.10 Assessor's Parcel Number Assessment Amount 125-184-005 $70.10 125-184-006 $70.10 125-184-007 $70.10 125-184-008 $70.10 125-185-003 $70.10 125-185-018 $70.10 125-185-022 $70.10 125-185-023 $70.10 125-185-024 $70.10 125-185-025 $70.10 125-185-026 $70.10 125-186-001 $70.10 125-186-002 $70.10 125-186-003 $70.10 125-186-004 $70.10 125-186-005 $70.10 125-191-001 $70.10 125-191-002 $70.10 125-191-003 $70.10 125-191-004 $70.10 125-191-005 $70.10 125-191-006 $70.10 125-191-007 $70.10 125-191-008 $70.10 125-191-009 $70.10 125-191-010 $70.10 125-191-011 $70.10 125-191-012 $70.10 125-191-013 $70.10 125-191-014 $70.10 125-191-015 $70.10 125-191-016 $70.10 125-191-017 $70.10 125-192-001 $70.10 125-192-002 $70.10 125-192-003 $70.10 125-192-004 $70.10 125-192-005 $70.10 125-192-006 $70.10 125-192-007 $70.10 125-192-008 $70.10 125-192-009 $70.10 125-193-001 $70.10 125-193-002 $70.10 125-193-003 $70.10 125-193-004 $70.10 125-193-005 $70.10 125-193-006 $70.10 125-193-007 $70.10 125-193-008 $70.10 125-193-009 $70.10 125-193-010 $70.10 125-193-011 $70.10 125-193-012 $70.10 125-193-013 $70.10 125-193-014 $70.10 8 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 5 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2824 NC LEVY CODE: Pacheco Beautification Assessor's Parcel Number Assessment Amount 125-193-015 $70.10 125-193-016 $70.10 125-193-017 $70.10 125-193-018 $70.10 125-193-045 $70.10 125-193-050 $70.10 125-193-051 $70.10 125-193-052 $70.10 125-193-053 $70.10 125-193-054 $70.10 125-193-055 $70.10 125-193-056 $70.10 125-220-002 $70.10 125-220-007 $70.10 125-220-010 $84.12 125-220-011 $70.10 125-220-012 $70.10 125-220-015 $70.10 125-220-016 $74.30 125-220-017 $70.10 125-220-018 $70.10 125-220-019 $35.04 125-220-020 $35.04 125-231-010 $75.00 125-231-011 $75.70 125-231-012 $142.30 125-231-013 $210.30 125-232-002 $136.70 125-232-003 $210.30 125-232-005 $161.22 125-232-006 $70.10 125-232-007 $117.06 125-232-008 $70.10 125-240-023 $210.30 125-240-029 $210.30 125-240-032 $171.04 125-240-034 $161.22 125-240-037 $79.20 125-240-038 $93.92 125-240-045 $90.42 125-240-046 $77.80 125-240-047 $70.10 125-240-048 $117.76 125-240-049 $117.76 125-240-050 $80.62 125-240-056 $210.30 125-260-001 $70.10 125-260-002 $70.10 125-260-005 $70.10 125-260-006 $35.04 125-260-007 $70.10 125-260-008 $70.10 125-260-009 $70.10 125-260-010 $35.04 125-260-011 $70.10 125-260-012 $70.10 Assessor's Parcel Number Assessment Amount 125-271-001 $70.10 125-271-004 $70.10 125-271-006 $70.10 125-271-009 $70.10 125-271-010 $70.10 125-271-012 $70.10 125-271-013 $35.04 125-271-014 $70.10 125-271-015 $70.10 125-272-002 $70.10 125-272-003 $70.10 125-272-004 $35.04 125-272-005 $70.10 125-272-006 $70.10 125-272-007 $70.10 125-272-008 $70.10 125-272-009 $70.10 125-272-012 $70.10 125-272-013 $70.10 125-272-014 $70.10 125-272-015 $70.10 125-272-017 $70.10 125-272-018 $70.10 125-272-023 $70.10 125-272-024 $70.10 125-272-025 $70.10 125-272-026 $70.10 125-272-027 $35.04 125-272-028 $70.10 125-281-001 $70.10 125-281-002 $70.10 125-281-003 $70.10 125-281-004 $70.10 125-281-005 $70.10 125-281-006 $70.10 125-281-008 $70.10 125-281-009 $70.10 125-281-010 $70.10 125-281-011 $70.10 125-281-012 $70.10 125-281-013 $70.10 125-281-014 $70.10 125-282-001 $70.10 125-282-002 $70.10 125-282-004 $70.10 125-282-005 $70.10 125-282-009 $70.10 125-282-010 $70.10 125-282-011 $70.10 125-282-012 $70.10 125-282-013 $70.10 125-282-014 $70.10 125-282-016 $70.10 125-282-017 $70.10 125-282-018 $70.10 125-282-019 $70.10 Assessor's Parcel Number Assessment Amount 125-282-021 $70.10 125-282-022 $70.10 125-282-023 $70.10 125-282-024 $70.10 125-282-026 $70.10 125-282-027 $70.10 125-282-028 $70.10 125-282-029 $70.10 125-292-004 $70.10 125-292-005 $70.10 125-292-006 $70.10 125-292-007 $70.10 125-292-008 $70.10 125-330-001 $35.04 125-330-002 $35.04 125-330-003 $35.04 125-330-004 $35.04 125-330-005 $35.04 125-330-006 $35.04 125-330-007 $35.04 125-330-008 $35.04 125-330-009 $35.04 125-330-010 $35.04 125-330-011 $35.04 125-330-012 $35.04 125-330-013 $35.04 125-330-014 $35.04 125-330-015 $35.04 125-330-016 $35.04 125-330-017 $35.04 125-330-018 $35.04 125-330-019 $35.04 125-330-020 $35.04 125-330-021 $35.04 125-330-022 $35.04 125-330-023 $35.04 125-330-024 $35.04 125-330-025 $35.04 125-330-026 $35.04 125-330-027 $35.04 125-330-028 $35.04 125-330-029 $35.04 125-330-030 $35.04 125-330-031 $35.04 125-330-032 $35.04 125-330-033 $35.04 125-330-034 $35.04 125-330-035 $35.04 125-330-036 $35.04 125-330-037 $35.04 125-330-038 $35.04 125-330-039 $35.04 125-330-040 $35.04 125-330-041 $35.04 125-330-042 $35.04 125-330-043 $35.04 Assessor's Parcel Number Assessment Amount 125-330-044 $35.04 125-330-045 $35.04 125-340-014 $70.10 125-350-001 $35.04 125-350-002 $35.04 125-350-003 $35.04 125-350-004 $35.04 125-350-005 $35.04 125-350-006 $35.04 125-350-007 $35.04 125-350-008 $35.04 125-350-009 $35.04 125-350-010 $35.04 125-350-011 $35.04 125-350-012 $35.04 125-350-013 $35.04 125-350-014 $35.04 125-350-015 $35.04 125-350-016 $35.04 125-350-017 $35.04 125-350-018 $35.04 125-350-019 $35.04 125-350-020 $35.04 125-350-021 $35.04 125-350-022 $35.04 125-350-023 $35.04 125-350-024 $35.04 125-350-025 $35.04 125-350-026 $35.04 125-350-027 $35.04 125-350-028 $35.04 125-350-029 $35.04 125-350-030 $35.04 125-350-031 $35.04 125-350-032 $35.04 125-350-033 $35.04 125-350-034 $35.04 125-350-035 $35.04 125-350-036 $35.04 125-360-001 $35.04 125-360-002 $35.04 125-360-003 $35.04 125-360-004 $35.04 125-360-005 $35.04 125-360-006 $35.04 125-360-007 $35.04 125-360-008 $35.04 125-360-009 $35.04 125-360-010 $35.04 125-360-011 $35.04 125-360-012 $35.04 125-360-013 $35.04 125-360-014 $35.04 125-360-015 $35.04 125-360-016 $35.04 125-360-017 $35.04 9 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 5 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2824 NC LEVY CODE: Pacheco Beautification Assessor's Parcel Number Assessment Amount 125-360-018 $35.04 125-360-019 $35.04 125-360-020 $35.04 125-360-021 $35.04 125-360-022 $35.04 125-360-023 $35.04 125-360-024 $35.04 125-360-025 $35.04 125-360-026 $35.04 125-360-027 $35.04 125-360-028 $35.04 125-360-029 $35.04 908Total Parcels: $60,896.08 Total Assessment: 10 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 7 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2834 MO LEVY CODE: Pleasant Hill BART RDA Assessor's Parcel Number Assessment Amount 148-202-057 $1,458.54 148-202-071 $319.66 148-221-033 $2,892.24 148-221-040 $806.00 148-221-041 $3,743.06 148-221-042 $3,501.26 148-221-044 $596.44 148-231-029 $1,701.62 148-250-083 $5,013.48 148-250-090 $6,009.20 148-250-091 $1,273.16 148-260-053 $16.12 148-260-054 $483.60 148-260-055 $483.60 148-260-060 $464.08 148-260-062 $163.30 148-260-063 $112.02 148-270-017 $57.70 148-270-018 $16.12 148-270-050 $905.14 148-270-053 $197.46 148-460-005 $16.12 148-460-006 $16.12 148-460-007 $16.12 148-460-008 $16.12 148-460-009 $16.12 148-460-010 $16.12 148-460-011 $16.12 148-460-012 $16.12 148-460-013 $16.12 148-460-014 $16.12 148-460-015 $16.12 148-460-016 $16.12 148-460-017 $16.12 148-460-018 $16.12 148-460-019 $16.12 148-460-020 $16.12 148-460-021 $16.12 148-460-022 $16.12 148-460-023 $16.12 148-460-024 $16.12 148-460-025 $16.12 148-460-026 $16.12 148-460-027 $16.12 148-460-028 $16.12 148-460-029 $16.12 148-460-030 $16.12 148-460-031 $16.12 148-460-032 $16.12 148-460-033 $16.12 148-460-034 $16.12 148-460-035 $16.12 148-460-036 $16.12 148-460-037 $16.12 148-460-038 $16.12 148-460-039 $16.12 Assessor's Parcel Number Assessment Amount 148-460-040 $16.12 148-460-046 $16.12 148-460-047 $16.12 148-460-048 $16.12 148-460-049 $16.12 148-460-050 $16.12 148-460-051 $16.12 148-460-052 $16.12 148-460-053 $16.12 148-460-054 $16.12 148-460-055 $16.12 148-460-056 $16.12 148-460-057 $16.12 148-460-058 $16.12 148-460-059 $16.12 148-460-060 $16.12 148-460-061 $16.12 148-460-062 $16.12 148-460-063 $16.12 148-460-064 $16.12 148-460-065 $16.12 148-460-066 $16.12 148-460-067 $16.12 148-460-068 $16.12 148-460-069 $16.12 148-460-070 $16.12 148-460-071 $16.12 148-460-072 $16.12 148-460-073 $16.12 148-460-074 $16.12 148-460-075 $16.12 148-460-076 $16.12 148-460-077 $16.12 148-460-078 $16.12 148-460-079 $16.12 148-460-080 $16.12 148-460-081 $16.12 148-460-082 $16.12 148-460-083 $16.12 148-460-084 $16.12 148-460-085 $16.12 148-460-086 $16.12 148-460-087 $16.12 148-460-088 $16.12 148-460-089 $16.12 148-460-090 $16.12 148-460-091 $16.12 148-460-092 $16.12 148-460-093 $16.12 148-460-094 $16.12 148-460-095 $16.12 148-460-096 $16.12 148-460-097 $16.12 148-460-098 $16.12 148-460-099 $16.12 148-460-100 $16.12 Assessor's Parcel Number Assessment Amount 148-460-101 $16.12 148-460-102 $16.12 148-460-103 $16.12 148-460-104 $16.12 148-460-105 $16.12 148-460-107 $16.12 148-460-108 $16.12 148-460-109 $16.12 148-460-110 $16.12 148-460-111 $16.12 148-460-112 $16.12 148-460-113 $16.12 148-460-114 $16.12 148-460-115 $16.12 148-460-116 $16.12 148-460-117 $16.12 148-460-118 $16.12 148-460-119 $16.12 148-460-120 $16.12 148-460-121 $16.12 148-460-122 $16.12 148-460-123 $16.12 148-460-124 $16.12 148-460-125 $16.12 148-460-126 $16.12 148-460-127 $16.12 148-460-128 $16.12 148-460-129 $16.12 148-460-130 $16.12 148-460-131 $16.12 148-460-132 $16.12 148-460-133 $16.12 148-460-134 $16.12 148-460-135 $16.12 148-460-136 $16.12 148-460-137 $16.12 148-460-138 $16.12 148-460-139 $16.12 148-460-140 $16.12 148-460-141 $16.12 148-460-142 $16.12 148-460-143 $16.12 148-460-144 $16.12 148-460-145 $16.12 148-460-146 $16.12 148-460-147 $16.12 148-460-148 $16.12 148-460-149 $16.12 148-460-150 $16.12 148-460-151 $16.12 148-460-152 $16.12 148-460-153 $16.12 148-460-154 $16.12 148-460-155 $16.12 148-460-156 $16.12 148-460-157 $16.12 Assessor's Parcel Number Assessment Amount 148-460-158 $16.12 148-460-159 $16.12 148-460-160 $16.12 148-460-161 $16.12 148-460-162 $16.12 148-460-163 $16.12 148-460-164 $16.12 148-460-165 $16.12 148-460-166 $16.12 148-470-001 $5,394.56 148-470-002 $5,686.32 148-480-010 $244.38 148-480-011 $5,676.82 148-480-014 $7,444.86 148-500-001 $16.12 148-500-002 $16.12 148-500-003 $16.12 148-500-004 $16.12 148-500-005 $16.12 148-500-006 $16.12 148-500-007 $16.12 148-500-008 $16.12 148-500-009 $16.12 148-500-010 $16.12 148-500-011 $16.12 148-500-012 $16.12 148-500-013 $16.12 148-500-014 $16.12 148-500-015 $16.12 148-500-016 $16.12 148-500-017 $16.12 148-500-018 $16.12 148-500-019 $16.12 148-500-020 $16.12 148-500-021 $16.12 148-500-022 $16.12 148-500-023 $16.12 148-500-024 $16.12 148-500-025 $16.12 148-500-026 $16.12 148-500-027 $16.12 148-500-028 $16.12 148-500-029 $16.12 148-500-030 $16.12 148-500-031 $16.12 148-500-032 $16.12 148-500-033 $16.12 148-500-034 $16.12 148-500-035 $16.12 148-500-036 $16.12 148-500-037 $16.12 148-500-038 $16.12 148-500-039 $16.12 148-500-040 $16.12 148-500-041 $16.12 148-500-042 $16.12 11 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 7 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2834 MO LEVY CODE: Pleasant Hill BART RDA Assessor's Parcel Number Assessment Amount 148-500-043 $16.12 148-500-044 $16.12 148-500-045 $16.12 148-500-046 $16.12 148-500-047 $16.12 148-500-048 $16.12 148-500-049 $16.12 148-500-050 $16.12 148-500-051 $16.12 148-500-052 $16.12 148-500-053 $16.12 148-500-054 $16.12 148-500-056 $701.22 172-011-022 $7,396.18 172-020-042 $3,630.06 172-020-046 $16.12 172-020-047 $5,834.14 172-031-022 $2,412.52 172-031-023 $4,074.48 172-031-024 $10.96 172-031-025 $8.06 172-051-002 $16.12 172-051-007 $16.12 172-051-008 $16.12 172-051-009 $16.12 172-051-010 $16.12 172-051-011 $16.12 172-051-012 $16.12 172-051-013 $16.12 253Total Parcels: $82,258.64 Total Assessment: 12 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 10 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2836 ME LEVY CODE: Viewpointe - Bay Point Area Assessor's Parcel Number Assessment Amount 098-520-001 $151.86 098-520-002 $151.86 098-520-003 $151.86 098-520-004 $151.86 098-520-005 $151.86 098-520-006 $151.86 098-520-007 $151.86 098-520-008 $151.86 098-520-009 $151.86 098-520-010 $151.86 098-520-011 $151.86 098-520-012 $151.86 098-520-013 $151.86 098-520-014 $151.86 098-520-015 $151.86 098-520-016 $151.86 098-520-017 $151.86 098-520-018 $151.86 098-520-019 $151.86 098-520-020 $151.86 098-520-021 $151.86 098-520-022 $151.86 098-520-023 $151.86 098-520-024 $151.86 098-520-025 $151.86 098-520-026 $151.86 098-520-027 $151.86 098-520-028 $151.86 098-520-029 $151.86 098-520-030 $151.86 098-520-031 $151.86 098-520-032 $151.86 098-520-033 $151.86 098-520-034 $151.86 098-520-043 $151.86 098-520-044 $151.86 098-520-045 $151.86 098-520-046 $151.86 098-520-047 $151.86 098-520-048 $151.86 098-520-049 $151.86 098-520-050 $151.86 098-520-051 $151.86 098-520-052 $151.86 098-520-053 $151.86 098-520-054 $151.86 098-520-055 $151.86 098-520-056 $151.86 098-520-057 $151.86 098-520-058 $151.86 098-520-059 $151.86 098-520-060 $151.86 098-520-061 $151.86 098-520-062 $151.86 098-520-063 $151.86 098-520-064 $151.86 Assessor's Parcel Number Assessment Amount 098-520-065 $151.86 098-520-066 $151.86 098-520-067 $151.86 098-520-068 $151.86 098-520-069 $151.86 098-520-070 $151.86 098-520-071 $151.86 098-520-072 $151.86 098-520-073 $151.86 098-520-074 $151.86 098-520-075 $151.86 098-520-076 $151.86 098-520-077 $151.86 098-520-078 $151.86 098-520-079 $151.86 098-520-080 $151.86 098-520-081 $151.86 098-520-082 $151.86 098-520-083 $151.86 098-520-084 $151.86 098-520-085 $151.86 098-520-086 $151.86 098-520-087 $151.86 098-520-088 $151.86 098-520-089 $151.86 098-520-090 $151.86 098-520-091 $151.86 098-520-092 $151.86 098-520-093 $151.86 098-520-094 $151.86 098-520-095 $151.86 098-520-096 $151.86 098-520-097 $151.86 098-530-001 $151.86 098-530-002 $151.86 098-530-003 $151.86 098-530-004 $151.86 098-530-005 $151.86 098-530-006 $151.86 098-530-007 $151.86 098-530-008 $151.86 098-530-009 $151.86 098-530-010 $151.86 098-530-011 $151.86 098-530-012 $151.86 098-530-013 $151.86 098-530-014 $151.86 098-530-015 $151.86 098-530-016 $151.86 098-530-017 $151.86 098-530-018 $151.86 098-530-019 $151.86 098-530-020 $151.86 098-530-021 $151.86 098-530-022 $151.86 098-530-023 $151.86 Assessor's Parcel Number Assessment Amount 098-530-024 $151.86 098-530-025 $151.86 098-530-026 $151.86 098-530-027 $151.86 098-530-028 $151.86 098-530-029 $151.86 098-530-030 $151.86 119Total Parcels: $18,071.34 Total Assessment: 13 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 11 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2839 MF LEVY CODE: Hilltop Commons - San Pablo Area Assessor's Parcel Number Assessment Amount 405-170-010 $6,000.00 1Total Parcels: $6,000.00 Total Assessment: 14 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 17 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2844 LQ LEVY CODE: Shadow Creek - Camino Tassajara Assessor's Parcel Number Assessment Amount 220-341-001 $150.00 220-341-002 $150.00 220-341-003 $150.00 220-341-004 $150.00 220-341-005 $150.00 220-341-006 $150.00 220-341-007 $150.00 220-341-008 $150.00 220-341-009 $150.00 220-341-010 $150.00 220-341-011 $150.00 220-341-012 $150.00 220-341-013 $150.00 220-341-014 $150.00 220-341-015 $150.00 220-341-016 $150.00 220-341-017 $150.00 220-342-001 $150.00 220-342-002 $150.00 220-342-003 $150.00 220-342-004 $150.00 220-342-005 $150.00 220-342-006 $150.00 220-342-007 $150.00 220-342-008 $150.00 220-342-009 $150.00 220-343-001 $150.00 220-343-002 $150.00 220-343-003 $150.00 220-343-004 $150.00 220-343-005 $150.00 220-343-006 $150.00 220-343-007 $150.00 220-343-008 $150.00 220-343-009 $150.00 220-343-010 $150.00 220-343-011 $150.00 220-343-012 $150.00 220-343-013 $150.00 220-343-014 $150.00 220-343-015 $150.00 220-343-016 $150.00 220-343-017 $150.00 220-343-018 $150.00 220-343-019 $150.00 220-343-020 $150.00 220-343-021 $150.00 220-343-022 $150.00 220-343-023 $150.00 220-343-024 $150.00 220-343-025 $150.00 220-343-026 $150.00 220-343-027 $150.00 220-343-028 $150.00 220-343-029 $150.00 220-343-030 $150.00 Assessor's Parcel Number Assessment Amount 220-343-031 $150.00 220-343-032 $150.00 220-343-033 $150.00 220-343-034 $150.00 220-343-035 $150.00 220-343-036 $150.00 220-343-037 $150.00 220-343-038 $150.00 220-343-039 $150.00 220-343-040 $150.00 220-343-041 $150.00 220-343-042 $150.00 220-343-043 $150.00 220-343-044 $150.00 220-343-045 $150.00 220-343-046 $150.00 220-343-047 $150.00 220-343-048 $150.00 220-343-049 $150.00 220-343-050 $150.00 220-343-051 $150.00 220-371-001 $150.00 220-371-002 $150.00 220-371-003 $150.00 220-371-004 $150.00 220-371-005 $150.00 220-371-006 $150.00 220-371-007 $150.00 220-371-008 $150.00 220-371-009 $150.00 220-371-010 $150.00 220-371-011 $150.00 220-371-012 $150.00 220-371-013 $150.00 220-371-014 $150.00 220-371-015 $150.00 220-371-016 $150.00 220-371-017 $150.00 220-371-018 $150.00 220-371-019 $150.00 220-371-020 $150.00 220-371-021 $150.00 220-371-022 $150.00 220-371-023 $150.00 220-371-024 $150.00 220-371-025 $150.00 220-371-026 $150.00 220-371-027 $150.00 220-371-028 $150.00 220-371-029 $150.00 220-371-030 $150.00 220-371-031 $150.00 220-371-032 $150.00 220-371-033 $150.00 220-371-034 $150.00 220-371-035 $150.00 Assessor's Parcel Number Assessment Amount 220-371-036 $150.00 220-371-037 $150.00 220-371-038 $150.00 220-371-039 $150.00 220-371-040 $150.00 220-371-041 $150.00 220-371-042 $150.00 220-371-043 $150.00 220-371-044 $150.00 220-371-045 $150.00 220-371-046 $150.00 220-371-047 $150.00 220-371-048 $150.00 220-371-049 $150.00 220-371-050 $150.00 220-371-051 $150.00 220-371-052 $150.00 220-371-053 $150.00 220-371-054 $150.00 220-371-055 $150.00 220-371-056 $150.00 220-371-057 $150.00 220-371-058 $150.00 220-371-059 $150.00 220-371-060 $150.00 220-371-061 $150.00 220-372-001 $150.00 220-372-002 $150.00 220-372-003 $150.00 220-372-004 $150.00 220-372-005 $150.00 220-372-006 $150.00 220-372-007 $150.00 220-372-008 $150.00 220-372-009 $150.00 220-372-010 $150.00 220-372-011 $150.00 220-372-012 $150.00 220-372-013 $150.00 220-372-014 $150.00 220-372-015 $150.00 220-372-017 $150.00 220-381-002 $150.00 220-381-003 $150.00 220-381-004 $150.00 220-381-005 $150.00 220-381-006 $150.00 220-381-007 $150.00 220-381-008 $150.00 220-381-009 $150.00 220-381-010 $150.00 220-381-011 $150.00 220-381-012 $150.00 220-381-013 $150.00 220-381-014 $150.00 220-381-015 $150.00 Assessor's Parcel Number Assessment Amount 220-381-016 $150.00 220-381-017 $150.00 220-381-018 $150.00 220-381-019 $150.00 220-381-021 $150.00 220-382-001 $150.00 220-382-002 $150.00 220-382-003 $150.00 220-383-001 $150.00 220-383-002 $150.00 220-383-003 $150.00 220-383-004 $150.00 220-383-005 $150.00 220-383-006 $150.00 220-383-007 $150.00 220-383-008 $150.00 220-383-009 $150.00 220-383-010 $150.00 220-383-011 $150.00 220-383-012 $150.00 220-383-013 $150.00 220-383-014 $150.00 220-383-015 $150.00 220-383-016 $150.00 220-383-017 $150.00 220-383-018 $150.00 220-383-019 $150.00 220-383-020 $150.00 220-383-021 $150.00 220-383-022 $150.00 220-383-023 $150.00 220-383-024 $150.00 220-383-025 $150.00 220-721-001 $150.00 220-721-002 $150.00 220-722-001 $150.00 220-722-002 $150.00 220-722-003 $150.00 220-722-004 $150.00 220-722-005 $150.00 220-722-006 $150.00 220-722-007 $150.00 220-722-008 $150.00 220-722-009 $150.00 220-722-010 $150.00 220-722-011 $150.00 220-722-012 $150.00 220-722-013 $150.00 220-722-014 $150.00 220-722-015 $150.00 220-722-016 $150.00 220-722-017 $150.00 220-722-018 $150.00 220-722-019 $150.00 220-722-020 $150.00 220-722-021 $150.00 15 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 17 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2844 LQ LEVY CODE: Shadow Creek - Camino Tassajara Assessor's Parcel Number Assessment Amount 220-722-022 $150.00 220-722-023 $150.00 220-722-024 $150.00 220-723-001 $150.00 220-723-002 $150.00 220-723-003 $150.00 220-723-004 $150.00 220-723-005 $150.00 220-723-006 $150.00 220-723-007 $150.00 220-723-008 $150.00 220-723-009 $150.00 220-723-010 $150.00 220-723-011 $150.00 220-723-012 $150.00 220-723-013 $150.00 220-723-014 $150.00 220-724-003 $150.00 220-724-004 $150.00 220-724-005 $150.00 220-724-006 $150.00 220-724-007 $150.00 220-725-001 $150.00 220-725-002 $150.00 220-725-003 $150.00 220-725-004 $150.00 220-725-005 $150.00 220-725-006 $150.00 220-725-007 $150.00 220-725-008 $150.00 220-725-009 $150.00 220-725-010 $150.00 220-725-011 $150.00 220-725-012 $150.00 220-725-013 $150.00 220-725-014 $150.00 220-725-015 $150.00 220-725-016 $150.00 220-725-017 $150.00 220-725-018 $150.00 220-725-019 $150.00 220-725-020 $150.00 220-725-021 $150.00 220-725-022 $150.00 220-725-023 $150.00 220-725-024 $150.00 220-725-025 $150.00 220-725-026 $150.00 220-725-027 $150.00 220-725-028 $150.00 220-725-029 $150.00 220-725-030 $150.00 220-725-031 $150.00 220-725-032 $150.00 220-725-033 $150.00 220-725-034 $150.00 Assessor's Parcel Number Assessment Amount 220-725-035 $150.00 220-726-001 $150.00 220-726-002 $150.00 220-726-003 $150.00 220-726-004 $150.00 220-726-005 $150.00 220-726-006 $150.00 220-731-001 $150.00 220-731-002 $150.00 220-731-003 $150.00 220-732-001 $150.00 220-732-002 $150.00 220-732-003 $150.00 220-732-004 $150.00 220-732-005 $150.00 220-732-006 $150.00 220-732-007 $150.00 220-732-008 $150.00 220-732-009 $150.00 220-732-010 $150.00 220-732-011 $150.00 220-732-012 $150.00 220-732-013 $150.00 220-732-014 $150.00 220-732-015 $150.00 220-732-016 $150.00 220-732-017 $150.00 220-732-018 $150.00 220-733-001 $150.00 220-733-002 $150.00 220-733-003 $150.00 220-733-004 $150.00 220-733-005 $150.00 220-734-001 $150.00 220-734-002 $150.00 220-734-003 $150.00 220-734-004 $150.00 220-734-005 $150.00 220-734-006 $150.00 220-734-007 $150.00 220-734-008 $150.00 220-734-009 $150.00 220-734-010 $150.00 220-734-011 $150.00 220-734-012 $150.00 220-734-013 $150.00 220-734-014 $150.00 220-734-015 $150.00 220-734-016 $150.00 220-734-017 $150.00 220-734-018 $150.00 220-735-001 $150.00 220-735-002 $150.00 220-735-003 $150.00 220-735-004 $150.00 220-735-005 $150.00 Assessor's Parcel Number Assessment Amount 220-735-006 $150.00 220-736-001 $150.00 220-736-002 $150.00 220-736-003 $150.00 220-736-004 $150.00 220-736-005 $150.00 220-737-001 $150.00 220-737-002 $150.00 220-737-003 $150.00 220-737-004 $150.00 220-737-005 $150.00 220-737-006 $150.00 220-738-001 $150.00 220-738-002 $150.00 220-738-003 $150.00 220-738-004 $150.00 220-739-001 $150.00 220-739-002 $150.00 220-739-003 $150.00 220-739-004 $150.00 220-741-001 $150.00 220-741-002 $150.00 220-741-003 $150.00 220-741-004 $150.00 220-741-005 $150.00 220-741-006 $150.00 220-741-007 $150.00 220-741-008 $150.00 220-741-011 $150.00 220-741-012 $150.00 220-741-013 $150.00 220-741-014 $150.00 220-741-015 $150.00 220-741-016 $150.00 220-741-017 $150.00 220-741-018 $150.00 220-741-019 $150.00 220-741-020 $150.00 220-741-021 $150.00 220-741-022 $150.00 220-741-023 $150.00 220-741-024 $150.00 220-741-025 $150.00 220-741-026 $150.00 220-741-027 $150.00 220-741-028 $150.00 220-741-029 $150.00 220-741-030 $150.00 220-741-031 $150.00 220-741-032 $150.00 220-741-033 $150.00 220-741-034 $150.00 220-741-035 $150.00 220-741-036 $150.00 220-741-037 $150.00 220-741-038 $150.00 Assessor's Parcel Number Assessment Amount 220-741-039 $150.00 220-741-040 $150.00 220-741-041 $150.00 220-741-042 $150.00 220-741-043 $150.00 220-741-044 $150.00 220-741-045 $150.00 220-741-046 $150.00 220-741-047 $150.00 220-741-054 $150.00 220-741-056 $150.00 220-741-057 $150.00 220-741-058 $150.00 220-741-059 $150.00 220-741-060 $150.00 220-741-061 $150.00 220-741-062 $150.00 220-741-063 $150.00 220-742-001 $150.00 220-742-002 $150.00 220-742-003 $150.00 220-742-004 $150.00 220-742-005 $150.00 220-742-006 $150.00 220-742-007 $150.00 220-742-008 $150.00 220-742-009 $150.00 220-742-010 $150.00 220-742-011 $150.00 220-742-012 $150.00 220-742-013 $150.00 220-742-014 $150.00 220-742-015 $150.00 220-742-016 $150.00 220-742-017 $150.00 220-742-018 $150.00 220-742-019 $150.00 220-830-001 $150.00 220-830-002 $150.00 220-830-003 $150.00 220-830-004 $150.00 220-830-005 $150.00 220-830-006 $150.00 220-830-007 $150.00 220-830-008 $150.00 220-830-009 $150.00 220-830-010 $150.00 220-830-011 $150.00 220-830-012 $150.00 220-830-013 $150.00 220-830-014 $150.00 220-830-015 $150.00 220-830-016 $150.00 220-830-017 $150.00 220-830-018 $150.00 220-830-019 $150.00 16 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 17 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2844 LQ LEVY CODE: Shadow Creek - Camino Tassajara Assessor's Parcel Number Assessment Amount 220-830-020 $150.00 220-830-021 $150.00 220-830-022 $150.00 220-830-023 $150.00 220-830-024 $150.00 220-830-025 $150.00 220-830-026 $150.00 220-830-027 $150.00 220-830-028 $150.00 220-830-029 $150.00 220-830-030 $150.00 220-830-031 $150.00 220-830-032 $150.00 220-830-033 $150.00 220-830-034 $150.00 220-830-035 $150.00 220-830-036 $150.00 220-840-001 $150.00 220-840-002 $150.00 220-840-003 $150.00 220-840-004 $150.00 220-840-005 $150.00 220-840-006 $150.00 220-840-007 $150.00 220-840-008 $150.00 220-840-009 $150.00 220-840-010 $150.00 220-840-011 $150.00 220-840-012 $150.00 477Total Parcels: $71,550.00 Total Assessment: 17 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 18 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2843 MW LEVY CODE: Pacheco Manor Assessor's Parcel Number Assessment Amount 125-155-029 $175.94 125-155-030 $175.94 125-155-031 $175.94 125-155-032 $175.94 125-155-033 $175.94 125-155-034 $175.94 125-155-035 $175.94 125-155-036 $175.94 125-155-037 $175.94 125-155-038 $175.94 125-155-039 $175.94 125-155-040 $175.94 125-155-041 $175.94 125-155-042 $175.94 125-155-043 $175.94 125-155-044 $175.94 125-155-045 $175.94 125-155-046 $175.94 125-155-047 $175.94 125-155-048 $175.94 125-155-049 $175.94 125-155-050 $175.94 22Total Parcels: $3,870.68 Total Assessment: 18 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 19 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2849 MI LEVY CODE: Hidden Pond - Reliez Valley Assessor's Parcel Number Assessment Amount 365-470-001 $200.00 365-470-002 $200.00 365-470-003 $200.00 365-470-004 $200.00 365-470-005 $200.00 365-470-006 $200.00 365-470-007 $200.00 365-470-008 $200.00 365-470-009 $200.00 365-470-010 $200.00 365-470-011 $200.00 365-470-012 $200.00 365-470-013 $200.00 365-470-014 $200.00 365-470-015 $200.00 365-470-016 $200.00 365-470-017 $200.00 365-470-018 $200.00 365-470-019 $200.00 365-470-020 $200.00 365-470-021 $200.00 365-470-022 $200.00 365-470-023 $200.00 365-470-024 $200.00 365-470-025 $200.00 365-470-026 $200.00 365-470-027 $200.00 365-490-001 $200.00 365-490-002 $200.00 365-490-003 $200.00 365-490-004 $200.00 365-490-005 $200.00 365-490-006 $200.00 365-490-007 $200.00 365-490-008 $200.00 365-490-009 $200.00 365-490-010 $200.00 365-490-011 $200.00 365-490-012 $200.00 365-490-013 $200.00 365-490-014 $200.00 365-490-015 $200.00 365-490-016 $200.00 365-490-018 $200.00 365-490-019 $200.00 365-490-020 $200.00 365-490-021 $200.00 365-490-025 $200.00 365-500-001 $200.00 365-500-002 $200.00 365-500-003 $200.00 365-500-004 $200.00 365-500-005 $200.00 365-500-006 $200.00 365-500-007 $200.00 365-500-008 $200.00 Assessor's Parcel Number Assessment Amount 365-500-009 $200.00 365-500-010 $200.00 365-500-011 $200.00 365-500-012 $200.00 365-500-013 $200.00 365-500-014 $200.00 365-500-015 $200.00 365-500-016 $200.00 365-500-017 $200.00 365-500-018 $200.00 365-500-019 $200.00 365-500-020 $200.00 365-500-021 $200.00 365-510-001 $200.00 365-510-002 $200.00 365-510-003 $200.00 365-510-004 $200.00 365-510-005 $200.00 365-510-006 $200.00 365-510-007 $200.00 365-510-008 $200.00 365-510-009 $200.00 365-510-010 $200.00 365-510-011 $200.00 365-510-012 $200.00 365-510-013 $200.00 365-520-001 $200.00 365-520-002 $200.00 365-520-003 $200.00 365-520-004 $200.00 365-520-005 $200.00 365-520-006 $200.00 365-520-007 $200.00 365-520-008 $200.00 365-520-009 $200.00 365-520-010 $200.00 365-520-011 $200.00 365-520-012 $200.00 365-520-013 $200.00 365-520-014 $200.00 365-520-015 $200.00 365-520-016 $200.00 365-520-017 $200.00 365-520-018 $200.00 365-520-019 $200.00 365-520-020 $200.00 365-520-021 $200.00 365-520-022 $200.00 365-520-023 $200.00 365-520-024 $200.00 365-520-025 $200.00 365-520-026 $200.00 365-530-001 $200.00 365-530-002 $200.00 365-530-003 $200.00 365-530-004 $200.00 Assessor's Parcel Number Assessment Amount 365-530-005 $200.00 365-530-006 $200.00 365-530-007 $200.00 365-530-008 $200.00 365-530-009 $200.00 365-530-010 $200.00 365-530-011 $200.00 365-530-012 $200.00 365-530-013 $200.00 365-530-014 $200.00 365-530-015 $200.00 365-530-016 $200.00 365-530-017 $200.00 365-530-018 $200.00 365-530-019 $200.00 365-530-020 $200.00 365-530-021 $200.00 365-530-022 $200.00 130Total Parcels: $26,000.00 Total Assessment: 19 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 570-011-002 $13.66 570-011-003 $13.66 570-011-004 $13.66 570-011-005 $13.66 570-011-006 $13.66 570-011-007 $13.66 570-011-008 $13.66 570-011-009 $13.66 570-011-010 $13.66 570-011-011 $13.66 570-011-012 $13.66 570-011-013 $13.66 570-011-014 $13.66 570-012-001 $13.66 570-012-002 $13.66 570-012-003 $13.66 570-012-004 $13.66 570-012-005 $13.66 570-012-008 $13.66 570-012-009 $13.66 570-012-010 $13.66 570-012-011 $13.66 570-012-012 $13.66 570-012-013 $13.66 570-012-014 $13.66 570-012-015 $13.66 570-012-016 $13.66 570-020-001 $13.66 570-020-002 $13.66 570-020-003 $13.66 570-020-004 $13.66 570-020-005 $13.66 570-020-006 $13.66 570-020-007 $6.82 570-020-010 $13.66 570-020-011 $13.66 570-020-012 $13.66 570-020-013 $13.66 570-020-014 $13.66 570-020-015 $13.66 570-031-001 $13.66 570-031-002 $13.66 570-031-003 $13.66 570-031-004 $13.66 570-031-005 $13.66 570-031-006 $13.66 570-031-007 $13.66 570-031-008 $13.66 570-031-009 $13.66 570-031-010 $13.66 570-031-011 $13.66 570-031-012 $13.66 570-031-013 $13.66 570-031-014 $13.66 570-032-001 $13.66 570-032-002 $13.66 Assessor's Parcel Number Assessment Amount 570-032-003 $13.66 570-032-004 $13.66 570-032-005 $13.66 570-032-006 $13.66 570-032-007 $13.66 570-032-008 $13.66 570-032-009 $13.66 570-032-010 $13.66 570-032-011 $13.66 570-032-012 $13.66 570-032-013 $13.66 570-032-014 $13.66 570-032-015 $13.66 570-032-016 $13.66 570-032-017 $13.66 570-032-018 $13.66 570-032-019 $13.66 570-032-020 $13.66 570-032-021 $13.66 570-032-022 $13.66 570-032-023 $13.66 570-032-024 $13.66 570-032-025 $13.66 570-032-026 $13.66 570-032-027 $13.66 570-032-028 $13.66 570-032-029 $13.66 570-032-030 $13.66 570-032-031 $13.66 570-041-001 $13.66 570-041-002 $13.66 570-041-003 $13.66 570-041-004 $13.66 570-041-005 $13.66 570-041-006 $13.66 570-041-007 $13.66 570-041-008 $13.66 570-041-009 $13.66 570-041-010 $13.66 570-041-011 $13.66 570-041-012 $13.66 570-041-013 $13.66 570-041-014 $13.66 570-041-015 $13.66 570-041-016 $13.66 570-041-017 $13.66 570-041-018 $13.66 570-041-019 $13.66 570-041-021 $13.66 570-041-022 $13.66 570-041-023 $13.66 570-041-024 $13.66 570-041-025 $13.66 570-042-001 $13.66 570-042-002 $13.66 570-042-003 $13.66 Assessor's Parcel Number Assessment Amount 570-042-004 $13.66 570-042-005 $13.66 570-042-006 $13.66 570-042-007 $13.66 570-042-008 $13.66 570-042-009 $13.66 570-042-010 $13.66 570-042-011 $13.66 570-042-012 $13.66 570-042-013 $13.66 570-042-014 $13.66 570-042-015 $13.66 570-042-016 $13.66 570-042-017 $13.66 570-042-018 $13.66 570-042-019 $13.66 570-042-020 $13.66 570-042-021 $13.66 570-050-001 $13.66 570-050-002 $13.66 570-050-003 $13.66 570-050-004 $13.66 570-050-005 $13.66 570-050-006 $13.66 570-050-007 $13.66 570-050-008 $13.66 570-050-009 $13.66 570-050-010 $13.66 570-050-011 $13.66 570-050-012 $13.66 570-050-013 $13.66 570-050-014 $13.66 570-050-017 $13.66 570-050-018 $13.66 570-050-019 $13.66 570-050-020 $13.66 570-050-022 $13.66 570-050-023 $13.66 570-050-024 $13.66 570-050-025 $13.66 570-050-026 $13.66 570-050-027 $13.66 570-060-001 $13.66 570-060-002 $13.66 570-060-003 $13.66 570-060-004 $13.66 570-060-005 $13.66 570-060-006 $13.66 570-060-007 $13.66 570-060-008 $13.66 570-060-009 $13.66 570-060-010 $13.66 570-060-011 $13.66 570-060-012 $13.66 570-060-013 $13.66 570-060-014 $13.66 Assessor's Parcel Number Assessment Amount 570-060-017 $13.66 570-060-018 $13.66 570-060-019 $13.66 570-060-020 $13.66 570-060-021 $13.66 570-060-022 $13.66 570-060-023 $13.66 570-071-001 $13.66 570-071-002 $13.66 570-071-003 $13.66 570-071-004 $13.66 570-071-005 $13.66 570-071-006 $13.66 570-071-007 $13.66 570-071-008 $13.66 570-071-009 $13.66 570-071-010 $13.66 570-072-001 $13.66 570-072-002 $13.66 570-072-003 $13.66 570-072-004 $13.66 570-072-005 $13.66 570-072-006 $13.66 570-072-007 $13.66 570-072-008 $13.66 570-072-009 $13.66 570-072-010 $13.66 570-072-011 $13.66 570-072-012 $13.66 570-072-013 $13.66 570-072-014 $13.66 570-081-001 $13.66 570-081-002 $13.66 570-081-003 $13.66 570-081-004 $13.66 570-081-005 $13.66 570-081-007 $13.66 570-081-008 $13.66 570-081-009 $13.66 570-081-010 $13.66 570-081-011 $13.66 570-081-012 $13.66 570-081-013 $13.66 570-082-001 $13.66 570-082-002 $13.66 570-082-003 $13.66 570-082-004 $13.66 570-082-005 $13.66 570-082-006 $13.66 570-082-007 $13.66 570-082-008 $13.66 570-082-009 $13.66 570-082-010 $13.66 570-082-011 $13.66 570-082-012 $13.66 570-082-013 $13.66 20 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 570-082-014 $13.66 570-082-015 $13.66 570-082-016 $13.66 570-091-001 $13.66 570-091-002 $13.66 570-091-003 $13.66 570-091-004 $13.66 570-091-005 $13.66 570-091-006 $13.66 570-091-007 $13.66 570-092-001 $13.66 570-092-002 $13.66 570-092-003 $13.66 570-092-004 $13.66 570-092-005 $13.66 570-092-006 $13.66 570-092-007 $13.66 570-092-008 $13.66 570-092-009 $13.66 570-092-010 $13.66 570-092-011 $13.66 570-092-012 $13.66 570-092-013 $13.66 570-092-014 $13.66 570-093-001 $13.66 570-093-002 $13.66 570-093-003 $13.66 570-093-004 $13.66 570-093-005 $13.66 570-093-006 $13.66 570-093-007 $13.66 570-093-008 $13.66 570-093-009 $13.66 570-093-010 $13.66 570-093-011 $13.66 570-093-012 $13.66 570-093-013 $13.66 570-100-002 $6.82 570-100-003 $13.66 570-100-005 $13.66 570-100-008 $13.66 570-100-009 $13.66 570-100-010 $13.66 570-100-011 $13.66 570-100-012 $13.66 570-100-013 $13.66 570-100-014 $13.66 570-100-015 $13.66 570-100-016 $13.66 570-100-017 $13.66 570-100-018 $13.66 570-100-019 $13.66 570-100-020 $13.66 570-100-022 $13.66 570-100-023 $13.66 570-100-024 $13.66 Assessor's Parcel Number Assessment Amount 570-110-001 $13.66 570-110-002 $13.66 570-110-003 $13.66 570-110-004 $13.66 570-110-005 $13.66 570-110-006 $13.66 570-110-007 $13.66 570-110-008 $13.66 570-110-009 $13.66 570-110-010 $13.66 570-110-011 $13.66 570-110-012 $13.66 570-110-013 $13.66 570-110-014 $13.66 570-110-015 $13.66 570-110-016 $13.66 570-121-001 $13.66 570-121-002 $13.66 570-121-003 $13.66 570-121-004 $13.66 570-121-005 $13.66 570-121-006 $13.66 570-121-007 $13.66 570-121-008 $13.66 570-121-009 $13.66 570-121-010 $13.66 570-121-011 $13.66 570-121-014 $13.66 570-121-015 $13.66 570-121-016 $13.66 570-121-017 $13.66 570-121-018 $13.66 570-121-019 $13.66 570-121-020 $13.66 570-122-001 $13.66 570-122-002 $13.66 570-122-003 $13.66 570-122-004 $13.66 570-122-005 $13.66 570-122-011 $13.66 570-122-012 $13.66 570-122-013 $13.66 570-122-014 $13.66 570-122-015 $13.66 570-122-020 $13.66 570-122-025 $13.66 570-130-002 $13.66 570-130-003 $13.66 570-130-004 $13.66 570-130-005 $13.66 570-130-006 $13.66 570-130-007 $13.66 570-130-008 $13.66 570-130-009 $13.66 570-130-010 $13.66 570-130-011 $13.66 Assessor's Parcel Number Assessment Amount 570-130-012 $13.66 570-130-013 $13.66 570-130-014 $13.66 570-130-015 $13.66 570-130-016 $13.66 570-130-017 $13.66 570-130-018 $13.66 570-130-019 $13.66 570-130-020 $13.66 570-130-021 $13.66 570-130-022 $13.66 570-130-023 $13.66 570-130-024 $13.66 570-130-025 $13.66 570-130-027 $13.66 570-130-031 $6.82 570-130-032 $13.66 570-130-033 $13.66 570-141-001 $13.66 570-141-002 $13.66 570-141-003 $13.66 570-141-004 $13.66 570-141-005 $13.66 570-141-006 $13.66 570-142-001 $13.66 570-142-002 $13.66 570-142-003 $13.66 570-142-004 $13.66 570-142-005 $13.66 570-142-006 $13.66 570-142-007 $13.66 570-142-008 $13.66 570-142-009 $13.66 570-142-010 $13.66 570-142-011 $13.66 570-142-012 $13.66 570-142-013 $13.66 570-142-014 $13.66 570-142-015 $13.66 570-142-016 $13.66 570-142-017 $13.66 570-142-019 $13.66 570-142-020 $13.66 570-142-023 $13.66 570-142-024 $13.66 570-142-025 $13.66 570-142-026 $13.66 570-142-027 $13.66 570-142-028 $13.66 570-142-029 $13.66 570-151-001 $13.66 570-151-002 $13.66 570-151-003 $13.66 570-151-004 $13.66 570-151-005 $13.66 570-151-006 $13.66 Assessor's Parcel Number Assessment Amount 570-151-007 $13.66 570-151-008 $13.66 570-151-009 $13.66 570-151-010 $13.66 570-151-011 $13.66 570-151-012 $13.66 570-151-013 $13.66 570-151-014 $13.66 570-151-015 $13.66 570-151-016 $13.66 570-151-017 $13.66 570-151-018 $13.66 570-151-019 $13.66 570-151-020 $13.66 570-151-021 $13.66 570-151-022 $13.66 570-151-023 $13.66 570-151-024 $13.66 570-151-025 $13.66 570-151-026 $13.66 570-151-027 $13.66 570-151-028 $13.66 570-151-029 $13.66 570-152-001 $13.66 570-152-002 $13.66 570-152-003 $13.66 570-152-004 $13.66 570-152-005 $13.66 570-152-006 $13.66 570-152-007 $13.66 570-152-008 $13.66 570-152-009 $13.66 570-152-010 $13.66 570-152-011 $13.66 570-152-012 $13.66 570-152-013 $13.66 570-152-014 $13.66 570-152-015 $13.66 570-152-016 $13.66 570-152-017 $13.66 570-161-001 $13.66 570-161-002 $13.66 570-161-003 $13.66 570-161-004 $13.66 570-161-008 $13.66 570-161-009 $6.82 570-162-001 $13.66 570-162-002 $13.66 570-162-003 $13.66 570-162-004 $13.66 570-162-005 $13.66 570-162-006 $13.66 570-162-007 $13.66 570-162-008 $13.66 570-162-009 $13.66 570-162-010 $13.66 21 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 570-162-011 $13.66 570-162-012 $13.66 570-162-013 $13.66 570-162-014 $13.66 570-162-015 $13.66 570-162-016 $13.66 570-162-017 $13.66 570-162-018 $13.66 570-162-019 $13.66 570-162-020 $13.66 570-162-021 $13.66 570-162-022 $13.66 570-162-023 $13.66 570-162-024 $13.66 570-162-025 $13.66 570-162-026 $13.66 570-162-027 $13.66 570-162-028 $13.66 570-171-001 $13.66 570-171-002 $13.66 570-171-003 $13.66 570-171-004 $13.66 570-171-005 $13.66 570-171-006 $13.66 570-171-007 $13.66 570-171-008 $13.66 570-171-009 $13.66 570-171-010 $13.66 570-171-011 $13.66 570-171-012 $13.66 570-171-013 $13.66 570-171-014 $13.66 570-171-015 $13.66 570-171-016 $13.66 570-172-001 $13.66 570-172-002 $13.66 570-172-003 $13.66 570-172-004 $13.66 570-172-005 $13.66 570-172-006 $13.66 570-172-007 $13.66 570-172-008 $13.66 570-172-009 $13.66 570-172-010 $13.66 570-172-011 $13.66 570-172-012 $13.66 570-172-013 $13.66 570-172-014 $13.66 570-173-002 $13.66 570-173-003 $13.66 570-173-004 $13.66 570-173-005 $13.66 570-173-006 $13.66 570-173-007 $13.66 570-173-008 $13.66 570-173-009 $13.66 Assessor's Parcel Number Assessment Amount 570-180-001 $13.66 570-180-002 $13.66 570-180-003 $13.66 570-180-004 $13.66 570-180-005 $13.66 570-180-006 $13.66 570-180-007 $13.66 570-180-008 $13.66 570-180-009 $13.66 570-180-010 $13.66 570-180-011 $13.66 570-180-012 $13.66 570-180-013 $13.66 570-180-014 $13.66 570-180-015 $13.66 570-180-016 $13.66 570-180-017 $13.66 570-180-018 $13.66 570-180-019 $13.66 570-180-020 $13.66 570-180-021 $13.66 570-180-022 $13.66 570-180-023 $13.66 570-180-024 $13.66 570-180-025 $13.66 570-180-027 $13.66 570-180-028 $13.66 570-191-001 $13.66 570-191-002 $13.66 570-191-003 $13.66 570-191-004 $13.66 570-191-005 $13.66 570-191-006 $13.66 570-191-007 $13.66 570-191-009 $13.66 570-191-010 $13.66 570-191-011 $13.66 570-191-012 $13.66 570-191-013 $13.66 570-191-014 $13.66 570-192-001 $13.66 570-192-002 $13.66 570-192-003 $13.66 570-192-004 $13.66 570-192-005 $13.66 570-192-006 $13.66 570-192-007 $13.66 570-192-008 $13.66 570-192-009 $13.66 570-192-010 $13.66 570-192-011 $13.66 570-192-012 $13.66 570-192-013 $13.66 570-192-014 $13.66 570-192-015 $13.66 570-192-016 $13.66 Assessor's Parcel Number Assessment Amount 570-192-017 $13.66 570-192-018 $13.66 570-192-019 $13.66 570-192-020 $13.66 570-192-021 $13.66 570-192-022 $13.66 570-192-023 $13.66 570-192-024 $13.66 570-192-025 $13.66 570-192-026 $13.66 570-192-027 $13.66 570-201-001 $13.66 570-201-002 $13.66 570-201-003 $13.66 570-201-004 $13.66 570-201-005 $13.66 570-201-006 $13.66 570-201-007 $13.66 570-201-008 $13.66 570-202-002 $13.66 570-202-003 $13.66 570-202-004 $13.66 570-202-005 $13.66 570-203-001 $13.66 570-203-002 $13.66 570-203-003 $13.66 570-203-004 $13.66 570-203-005 $13.66 570-203-006 $13.66 570-203-007 $13.66 570-203-008 $13.66 570-203-009 $13.66 570-203-010 $13.66 570-203-011 $13.66 570-203-012 $13.66 570-203-013 $13.66 570-203-014 $13.66 570-221-001 $13.66 570-221-002 $13.66 570-221-003 $13.66 570-221-004 $13.66 570-221-005 $13.66 570-221-006 $13.66 570-221-007 $13.66 570-221-008 $13.66 570-221-009 $13.66 570-221-010 $13.66 570-221-011 $13.66 570-221-012 $13.66 570-221-013 $13.66 570-221-014 $13.66 570-221-015 $13.66 570-222-001 $13.66 570-222-002 $13.66 570-222-003 $13.66 570-222-004 $13.66 Assessor's Parcel Number Assessment Amount 570-222-005 $13.66 570-222-006 $13.66 570-222-007 $13.66 570-222-008 $13.66 570-222-009 $13.66 570-222-010 $13.66 570-222-011 $13.66 570-222-012 $13.66 570-222-013 $13.66 570-222-014 $13.66 570-222-015 $13.66 570-222-016 $13.66 570-222-017 $13.66 570-222-018 $13.66 570-222-019 $13.66 570-222-020 $13.66 570-222-021 $13.66 570-222-022 $13.66 570-222-023 $13.66 570-222-024 $13.66 570-222-025 $13.66 570-222-026 $13.66 570-222-027 $13.66 570-223-001 $13.66 570-223-002 $13.66 570-223-003 $13.66 570-223-004 $13.66 570-223-005 $13.66 570-223-006 $13.66 570-231-001 $13.66 570-231-002 $13.66 570-231-003 $13.66 570-231-004 $13.66 570-231-005 $13.66 570-231-006 $13.66 570-231-007 $13.66 570-231-008 $13.66 570-231-009 $13.66 570-231-010 $13.66 570-231-011 $13.66 570-231-012 $13.66 570-231-013 $13.66 570-231-014 $13.66 570-231-015 $13.66 570-231-018 $13.66 570-231-019 $13.66 570-232-001 $13.66 570-232-002 $13.66 570-232-003 $13.66 570-232-004 $13.66 570-232-005 $13.66 570-232-006 $13.66 570-232-007 $13.66 570-232-008 $13.66 570-232-009 $13.66 570-232-010 $13.66 22 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 570-232-011 $13.66 570-232-012 $13.66 570-240-003 $13.66 570-251-006 $13.66 570-251-007 $13.66 570-251-008 $13.66 570-251-009 $13.66 570-251-010 $13.66 570-251-011 $13.66 570-251-012 $13.66 570-251-015 $13.66 570-251-016 $13.66 570-251-017 $13.66 570-251-018 $6.82 570-251-020 $6.82 570-251-021 $6.82 570-252-002 $13.66 570-252-003 $13.66 570-252-004 $13.66 570-252-005 $13.66 570-252-006 $13.66 570-252-007 $13.66 570-252-008 $13.66 570-252-009 $13.66 570-252-010 $13.66 570-252-011 $13.66 570-252-012 $13.66 570-252-013 $13.66 570-252-014 $13.66 570-252-015 $13.66 570-252-016 $13.66 570-252-017 $13.66 570-252-018 $13.66 570-252-019 $13.66 570-252-020 $13.66 570-252-021 $13.66 570-252-022 $13.66 570-252-023 $13.66 570-252-024 $13.66 570-252-025 $13.66 570-252-026 $13.66 570-252-027 $13.66 570-252-028 $13.66 570-252-029 $13.66 570-252-030 $13.66 570-252-031 $13.66 570-253-004 $6.82 570-253-005 $6.82 570-253-006 $6.82 570-253-010 $13.66 570-253-011 $13.66 570-253-012 $6.82 570-253-013 $13.66 570-253-014 $13.66 570-253-015 $13.66 570-253-016 $13.66 Assessor's Parcel Number Assessment Amount 570-253-017 $13.66 570-253-018 $13.66 570-253-019 $13.66 570-253-020 $13.66 570-253-021 $13.66 570-253-022 $13.66 570-253-023 $6.82 570-253-024 $6.82 570-253-025 $6.82 570-253-026 $13.66 570-253-028 $13.66 570-253-029 $13.66 570-253-031 $13.66 570-253-032 $13.66 570-253-033 $13.66 570-253-034 $13.66 570-253-035 $13.66 570-253-036 $13.66 570-253-037 $6.82 570-261-001 $13.66 570-261-002 $13.66 570-261-003 $13.66 570-262-013 $13.66 570-262-014 $13.66 570-262-015 $13.66 570-262-020 $13.66 570-262-021 $13.66 570-262-022 $13.66 570-262-025 $13.66 570-262-026 $13.66 570-262-029 $13.66 570-262-030 $13.66 570-262-032 $13.66 570-262-033 $13.66 570-262-034 $13.66 570-262-035 $13.66 570-262-036 $13.66 570-262-037 $13.66 570-262-038 $13.66 571-010-001 $13.66 571-010-002 $13.66 571-010-003 $13.66 571-010-004 $13.66 571-010-005 $13.66 571-010-006 $13.66 571-010-007 $13.66 571-010-008 $13.66 571-010-009 $13.66 571-010-010 $13.66 571-010-012 $13.66 571-010-013 $13.66 571-010-014 $13.66 571-010-015 $13.66 571-010-016 $13.66 571-010-017 $13.66 571-010-018 $13.66 Assessor's Parcel Number Assessment Amount 571-010-019 $13.66 571-010-020 $13.66 571-010-021 $13.66 571-010-022 $13.66 571-010-023 $13.66 571-021-001 $13.66 571-021-002 $13.66 571-021-003 $13.66 571-021-004 $13.66 571-021-005 $13.66 571-021-006 $13.66 571-021-007 $13.66 571-021-008 $13.66 571-021-010 $13.66 571-021-011 $13.66 571-021-014 $13.66 571-021-015 $13.66 571-021-016 $13.66 571-021-017 $13.66 571-021-018 $13.66 571-021-019 $13.66 571-021-020 $13.66 571-021-021 $13.66 571-021-022 $13.66 571-021-023 $13.66 571-021-024 $13.66 571-021-026 $13.66 571-021-030 $13.66 571-021-032 $13.66 571-021-033 $13.66 571-021-034 $13.66 571-022-001 $13.66 571-022-003 $13.66 571-022-004 $13.66 571-022-005 $13.66 571-022-006 $13.66 571-022-007 $13.66 571-022-008 $13.66 571-022-009 $13.66 571-022-010 $13.66 571-022-011 $13.66 571-022-012 $13.66 571-022-013 $13.66 571-030-001 $13.66 571-030-002 $13.66 571-030-003 $13.66 571-030-005 $13.66 571-030-006 $13.66 571-030-007 $13.66 571-030-008 $13.66 571-030-009 $13.66 571-030-010 $13.66 571-030-011 $13.66 571-030-012 $13.66 571-030-013 $13.66 571-030-014 $13.66 Assessor's Parcel Number Assessment Amount 571-030-015 $13.66 571-030-017 $13.66 571-030-018 $13.66 571-030-019 $6.82 571-040-001 $13.66 571-040-002 $13.66 571-040-003 $13.66 571-040-004 $13.66 571-040-005 $13.66 571-040-006 $13.66 571-040-007 $13.66 571-040-008 $13.66 571-040-011 $13.66 571-040-012 $13.66 571-050-002 $13.66 571-050-003 $13.66 571-050-009 $13.66 571-050-011 $13.66 571-050-012 $13.66 571-050-013 $13.66 571-050-014 $13.66 571-050-015 $13.66 571-050-017 $13.66 571-050-018 $13.66 571-050-019 $13.66 571-050-021 $13.66 571-050-022 $13.66 571-050-023 $40.98 571-060-002 $13.66 571-060-003 $13.66 571-060-004 $27.32 571-060-005 $13.66 571-060-006 $13.66 571-060-007 $20.48 571-060-008 $20.48 571-060-009 $13.66 571-060-010 $13.66 571-060-011 $13.66 571-070-001 $13.66 571-070-002 $13.66 571-070-003 $13.66 571-070-006 $13.66 571-070-009 $13.66 571-070-010 $6.82 571-070-011 $13.66 571-070-012 $13.66 571-070-013 $13.66 571-070-014 $13.66 571-070-015 $13.66 571-070-016 $13.66 571-070-017 $6.82 571-070-018 $13.66 571-070-019 $13.66 571-080-001 $13.66 571-080-002 $13.66 571-080-003 $13.66 23 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 571-080-004 $13.66 571-080-006 $13.66 571-080-007 $13.66 571-080-008 $13.66 571-080-009 $13.66 571-080-010 $13.66 571-080-011 $13.66 571-080-012 $13.66 571-080-013 $13.66 571-080-014 $13.66 571-080-015 $13.66 571-080-016 $13.66 571-080-017 $13.66 571-080-018 $13.66 571-080-019 $13.66 571-080-020 $13.66 571-080-021 $13.66 571-080-022 $13.66 571-080-025 $13.66 571-090-001 $13.66 571-090-002 $13.66 571-090-003 $13.66 571-090-004 $13.66 571-090-005 $13.66 571-090-006 $13.66 571-090-007 $6.82 571-090-008 $13.66 571-090-011 $13.66 571-090-012 $13.66 571-090-013 $13.66 571-090-014 $13.66 571-090-015 $13.66 571-090-016 $13.66 571-090-017 $13.66 571-090-019 $13.66 571-100-001 $13.66 571-100-002 $13.66 571-100-003 $13.66 571-100-004 $13.66 571-100-005 $13.66 571-100-006 $13.66 571-100-007 $13.66 571-100-008 $13.66 571-100-009 $13.66 571-100-010 $13.66 571-100-011 $13.66 571-100-012 $13.66 571-100-013 $13.66 571-100-014 $13.66 571-100-015 $13.66 571-100-016 $13.66 571-100-017 $13.66 571-110-001 $13.66 571-110-002 $13.66 571-110-003 $13.66 571-110-004 $13.66 Assessor's Parcel Number Assessment Amount 571-110-007 $13.66 571-110-008 $13.66 571-110-009 $13.66 571-110-010 $13.66 571-110-011 $13.66 571-110-012 $13.66 571-110-013 $13.66 571-110-014 $13.66 571-110-015 $13.66 571-110-016 $13.66 571-110-017 $13.66 571-110-019 $13.66 571-110-020 $13.66 571-110-021 $13.66 571-120-001 $13.66 571-120-002 $13.66 571-120-003 $13.66 571-120-005 $13.66 571-120-006 $13.66 571-120-007 $13.66 571-120-008 $13.66 571-120-010 $13.66 571-120-011 $13.66 571-120-012 $13.66 571-120-013 $13.66 571-120-014 $13.66 571-120-015 $13.66 571-120-016 $13.66 571-120-017 $13.66 571-120-018 $13.66 571-120-019 $13.66 571-120-020 $13.66 571-120-021 $13.66 571-120-022 $13.66 571-120-023 $13.66 571-120-024 $13.66 571-120-025 $13.66 571-120-026 $13.66 571-120-027 $13.66 571-120-028 $13.66 571-130-001 $13.66 571-130-002 $13.66 571-130-003 $13.66 571-130-004 $13.66 571-130-005 $13.66 571-130-006 $13.66 571-130-007 $13.66 571-130-008 $13.66 571-130-009 $13.66 571-130-010 $13.66 571-130-011 $13.66 571-130-012 $13.66 571-130-013 $13.66 571-130-014 $13.66 571-130-015 $13.66 571-130-016 $13.66 Assessor's Parcel Number Assessment Amount 571-130-017 $13.66 571-130-018 $13.66 571-130-019 $13.66 571-130-020 $20.48 571-130-021 $13.66 571-130-022 $13.66 571-130-023 $13.66 571-130-024 $13.66 571-130-025 $13.66 571-140-001 $13.66 571-140-002 $13.66 571-140-003 $13.66 571-140-004 $13.66 571-140-005 $13.66 571-140-006 $13.66 571-140-007 $13.66 571-140-008 $13.66 571-140-009 $13.66 571-140-010 $13.66 571-140-011 $13.66 571-140-012 $13.66 571-140-013 $13.66 571-140-014 $13.66 571-140-015 $13.66 571-140-016 $13.66 571-140-017 $13.66 571-140-018 $13.66 571-140-022 $13.66 571-140-023 $13.66 571-140-024 $13.66 571-140-025 $13.66 571-140-026 $13.66 571-140-031 $13.66 571-140-032 $13.66 571-150-001 $13.66 571-150-002 $13.66 571-150-003 $13.66 571-150-005 $13.66 571-150-008 $13.66 571-150-010 $13.66 571-150-011 $13.66 571-150-012 $13.66 571-150-013 $13.66 571-150-015 $6.82 571-150-017 $13.66 571-150-019 $13.66 571-150-020 $13.66 571-150-021 $13.66 571-150-022 $13.66 571-150-023 $6.82 571-160-001 $13.66 571-160-002 $13.66 571-160-003 $13.66 571-160-004 $13.66 571-160-006 $13.66 571-160-012 $13.66 Assessor's Parcel Number Assessment Amount 571-160-013 $13.66 571-160-014 $13.66 571-160-017 $13.66 571-160-019 $6.82 571-160-020 $13.66 571-170-001 $13.66 571-170-002 $13.66 571-170-004 $13.66 571-170-005 $13.66 571-170-006 $13.66 571-170-007 $13.66 571-170-008 $13.66 571-170-010 $13.66 571-170-014 $13.66 571-170-015 $13.66 571-170-016 $13.66 571-170-017 $13.66 571-170-022 $13.66 571-170-023 $13.66 571-170-031 $13.66 571-170-032 $13.66 571-170-034 $13.66 571-170-035 $13.66 571-170-036 $13.66 571-170-037 $6.82 571-170-038 $13.66 571-180-001 $13.66 571-180-002 $13.66 571-180-003 $13.66 571-180-004 $13.66 571-180-005 $13.66 571-180-006 $13.66 571-180-007 $13.66 571-180-009 $13.66 571-180-010 $13.66 571-180-011 $13.66 571-180-012 $13.66 571-180-013 $13.66 571-180-014 $13.66 571-180-017 $13.66 571-190-001 $13.66 571-190-002 $13.66 571-190-003 $13.66 571-190-004 $13.66 571-190-006 $13.66 571-190-007 $13.66 571-190-008 $20.48 571-190-009 $13.66 571-190-010 $13.66 571-190-011 $13.66 571-190-012 $13.66 571-190-013 $13.66 571-190-014 $13.66 571-190-015 $13.66 571-190-016 $13.66 571-190-018 $13.66 24 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 571-190-019 $13.66 571-200-001 $13.66 571-200-002 $13.66 571-200-003 $13.66 571-200-004 $13.66 571-200-005 $13.66 571-200-006 $13.66 571-200-007 $13.66 571-200-008 $13.66 571-200-009 $13.66 571-200-010 $13.66 571-200-011 $13.66 571-200-012 $13.66 571-200-013 $13.66 571-200-014 $13.66 571-200-015 $13.66 571-200-016 $13.66 571-200-017 $13.66 571-211-004 $13.66 571-211-005 $13.66 571-211-006 $13.66 571-211-007 $13.66 571-211-008 $13.66 571-211-009 $13.66 571-211-011 $13.66 571-211-012 $13.66 571-211-013 $20.48 571-212-001 $13.66 571-212-002 $13.66 571-212-004 $13.66 571-212-005 $13.66 571-212-006 $13.66 571-212-007 $13.66 571-212-008 $13.66 571-212-009 $13.66 571-212-010 $13.66 571-212-011 $13.66 571-221-001 $13.66 571-221-002 $13.66 571-221-004 $13.66 571-221-005 $13.66 571-221-006 $13.66 571-221-007 $13.66 571-221-008 $13.66 571-221-009 $13.66 571-221-010 $13.66 571-221-011 $13.66 571-221-012 $13.66 571-222-001 $13.66 571-222-002 $13.66 571-222-003 $13.66 571-222-004 $13.66 571-222-005 $13.66 571-231-001 $13.66 571-231-002 $13.66 571-231-003 $13.66 Assessor's Parcel Number Assessment Amount 571-231-004 $13.66 571-231-005 $13.66 571-231-006 $13.66 571-232-001 $13.66 571-232-002 $13.66 571-232-003 $13.66 571-232-004 $13.66 571-232-005 $13.66 571-232-006 $13.66 571-240-001 $13.66 571-240-002 $13.66 571-240-003 $13.66 571-240-004 $13.66 571-240-005 $13.66 571-240-006 $13.66 571-240-007 $13.66 571-240-008 $13.66 571-240-009 $13.66 571-240-010 $13.66 571-240-011 $13.66 571-240-012 $13.66 571-240-013 $13.66 571-240-014 $13.66 571-240-018 $6.82 571-240-019 $13.66 571-240-022 $13.66 571-240-023 $13.66 571-240-024 $13.66 571-240-027 $13.66 571-250-003 $13.66 571-250-004 $13.66 571-250-005 $13.66 571-250-006 $13.66 571-250-007 $13.66 571-250-008 $13.66 571-250-009 $13.66 571-250-010 $13.66 571-250-013 $13.66 571-250-014 $13.66 571-250-015 $13.66 571-250-016 $13.66 571-250-017 $13.66 571-250-018 $13.66 571-250-019 $13.66 571-250-020 $13.66 571-250-021 $13.66 571-250-022 $13.66 571-250-023 $13.66 571-250-024 $13.66 571-250-025 $13.66 571-250-026 $13.66 571-250-027 $13.66 571-250-028 $13.66 571-250-029 $13.66 571-250-030 $13.66 571-250-031 $13.66 Assessor's Parcel Number Assessment Amount 571-250-032 $13.66 571-250-033 $13.66 571-250-034 $13.66 571-260-001 $13.66 571-260-002 $13.66 571-260-003 $13.66 571-260-004 $13.66 571-260-005 $13.66 571-260-006 $13.66 571-260-008 $13.66 571-260-013 $13.66 571-260-014 $13.66 571-260-015 $13.66 571-260-016 $13.66 571-270-001 $13.66 571-270-002 $13.66 571-270-003 $13.66 571-270-004 $13.66 571-270-005 $13.66 571-270-006 $13.66 571-270-007 $13.66 571-270-012 $13.66 571-270-013 $13.66 571-270-014 $13.66 571-270-015 $13.66 571-270-018 $13.66 571-270-019 $13.66 571-270-020 $13.66 571-270-021 $13.66 571-270-022 $13.66 571-270-023 $13.66 571-270-024 $13.66 571-270-025 $13.66 571-270-026 $13.66 571-270-027 $13.66 571-270-029 $13.66 571-270-030 $13.66 571-270-031 $13.66 571-270-032 $13.66 571-270-033 $13.66 571-280-002 $13.66 571-280-003 $13.66 571-280-004 $13.66 571-280-005 $13.66 571-280-008 $13.66 571-280-009 $13.66 571-280-010 $13.66 571-280-012 $13.66 571-280-013 $13.66 571-280-014 $13.66 571-280-015 $13.66 571-280-016 $13.66 571-280-017 $13.66 571-280-018 $13.66 571-280-019 $13.66 571-290-001 $13.66 Assessor's Parcel Number Assessment Amount 571-290-002 $13.66 571-290-003 $13.66 571-290-004 $13.66 571-290-005 $13.66 571-290-006 $13.66 571-290-007 $13.66 571-290-008 $13.66 571-290-009 $13.66 571-290-010 $13.66 571-290-011 $13.66 571-290-012 $13.66 571-290-013 $13.66 571-290-014 $13.66 571-290-015 $13.66 571-290-016 $13.66 571-290-017 $13.66 571-290-018 $13.66 571-290-019 $13.66 571-290-020 $13.66 571-300-001 $54.64 571-300-002 $13.66 571-300-003 $13.66 571-300-004 $13.66 571-300-005 $13.66 571-300-006 $13.66 571-300-007 $13.66 571-300-008 $13.66 571-300-009 $13.66 571-300-010 $13.66 571-300-011 $13.66 571-300-012 $13.66 571-300-013 $13.66 571-300-014 $13.66 571-300-015 $13.66 571-300-016 $13.66 571-300-017 $13.66 571-300-018 $13.66 571-300-019 $13.66 571-300-020 $13.66 571-300-021 $13.66 571-300-022 $13.66 571-300-023 $13.66 571-300-024 $13.66 571-300-025 $13.66 571-300-026 $13.66 571-300-027 $13.66 571-300-028 $13.66 571-300-029 $13.66 571-300-030 $13.66 571-300-031 $13.66 571-300-032 $13.66 571-311-001 $6.82 571-311-002 $13.66 571-311-003 $13.66 571-311-004 $13.66 571-311-005 $13.66 25 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 571-311-006 $13.66 571-311-007 $13.66 571-311-008 $13.66 571-311-009 $13.66 571-311-010 $13.66 571-311-011 $13.66 571-311-012 $13.66 571-311-013 $13.66 571-311-014 $13.66 571-311-015 $13.66 571-311-016 $13.66 571-311-017 $13.66 571-311-018 $13.66 571-311-019 $13.66 571-311-020 $13.66 571-311-021 $13.66 571-311-022 $13.66 571-311-023 $13.66 571-311-024 $13.66 571-311-025 $13.66 571-311-026 $13.66 571-311-027 $13.66 571-311-028 $13.66 571-311-029 $13.66 571-311-030 $13.66 571-311-031 $13.66 571-312-001 $13.66 571-312-003 $13.66 571-312-004 $13.66 571-312-005 $13.66 571-312-006 $13.66 571-312-007 $13.66 571-312-008 $13.66 571-312-009 $13.66 571-312-010 $13.66 571-312-012 $13.66 571-312-013 $13.66 571-320-001 $13.66 571-320-002 $13.66 571-320-003 $13.66 571-320-005 $13.66 571-320-006 $13.66 571-320-007 $13.66 571-320-008 $13.66 571-320-009 $13.66 571-320-010 $13.66 571-320-011 $13.66 571-320-012 $13.66 571-320-013 $13.66 571-320-014 $13.66 571-331-001 $13.66 571-331-002 $13.66 571-331-003 $13.66 571-332-001 $13.66 571-332-002 $13.66 571-332-003 $13.66 Assessor's Parcel Number Assessment Amount 571-332-004 $13.66 571-332-005 $13.66 571-332-006 $13.66 571-332-007 $13.66 571-332-008 $13.66 571-332-009 $13.66 571-332-010 $13.66 571-332-011 $13.66 571-332-013 $13.66 571-332-014 $13.66 571-332-015 $13.66 571-332-016 $13.66 571-332-017 $13.66 571-332-018 $13.66 571-332-019 $13.66 571-340-001 $13.66 571-340-002 $13.66 571-340-003 $13.66 571-340-004 $13.66 571-340-005 $13.66 571-340-006 $13.66 571-340-007 $13.66 571-340-008 $13.66 571-340-009 $13.66 571-340-010 $13.66 571-340-011 $13.66 571-340-012 $13.66 571-340-013 $13.66 571-340-014 $13.66 571-340-015 $13.66 571-340-016 $13.66 571-340-017 $13.66 571-340-018 $13.66 571-340-019 $13.66 571-340-020 $13.66 571-340-021 $13.66 571-340-022 $13.66 571-340-023 $13.66 571-340-024 $13.66 571-340-025 $13.66 571-340-026 $13.66 571-340-027 $13.66 571-340-028 $13.66 571-340-029 $13.66 571-340-030 $13.66 571-340-031 $13.66 571-340-032 $13.66 571-340-033 $13.66 571-340-034 $13.66 571-340-035 $13.66 571-340-036 $13.66 571-350-001 $13.66 571-350-002 $13.66 571-350-003 $13.66 571-350-004 $13.66 571-350-005 $13.66 Assessor's Parcel Number Assessment Amount 571-350-006 $13.66 571-350-007 $13.66 571-350-008 $13.66 571-350-009 $13.66 571-350-010 $13.66 571-350-011 $13.66 571-350-012 $13.66 571-350-013 $13.66 571-350-014 $13.66 571-350-015 $13.66 571-350-016 $13.66 571-350-017 $13.66 571-350-018 $13.66 571-350-019 $13.66 571-350-020 $13.66 571-350-021 $13.66 571-350-022 $13.66 571-350-023 $13.66 571-350-024 $13.66 571-350-025 $13.66 571-350-026 $13.66 571-350-027 $13.66 571-360-001 $13.66 571-360-003 $13.66 571-360-004 $13.66 571-360-005 $13.66 571-360-006 $13.66 571-360-007 $13.66 572-011-001 $13.66 572-011-002 $13.66 572-011-003 $13.66 572-011-004 $13.66 572-011-005 $13.66 572-011-006 $6.82 572-011-007 $13.66 572-011-008 $13.66 572-011-009 $13.66 572-012-001 $13.66 572-012-002 $13.66 572-012-003 $13.66 572-012-004 $13.66 572-012-005 $13.66 572-012-006 $13.66 572-012-007 $13.66 572-012-008 $13.66 572-012-009 $13.66 572-012-011 $13.66 572-012-012 $13.66 572-012-013 $13.66 572-012-014 $13.66 572-012-015 $13.66 572-012-016 $13.66 572-012-020 $13.66 572-012-021 $13.66 572-012-022 $13.66 572-012-023 $13.66 Assessor's Parcel Number Assessment Amount 572-012-024 $13.66 572-012-025 $6.82 572-012-026 $13.66 572-012-027 $13.66 572-012-028 $13.66 572-013-001 $13.66 572-013-002 $13.66 572-013-003 $13.66 572-013-004 $13.66 572-013-005 $13.66 572-013-006 $13.66 572-013-007 $13.66 572-013-008 $13.66 572-014-001 $13.66 572-014-002 $13.66 572-014-003 $13.66 572-014-004 $13.66 572-014-005 $13.66 572-014-007 $13.66 572-014-008 $13.66 572-014-009 $13.66 572-014-016 $13.66 572-021-001 $13.66 572-021-002 $13.66 572-021-003 $13.66 572-021-004 $13.66 572-021-005 $13.66 572-021-006 $13.66 572-021-007 $13.66 572-021-008 $13.66 572-021-009 $13.66 572-022-001 $13.66 572-022-002 $13.66 572-022-003 $13.66 572-022-004 $13.66 572-022-005 $13.66 572-022-006 $13.66 572-022-009 $13.66 572-022-010 $13.66 572-022-013 $13.66 572-022-014 $13.66 572-022-015 $13.66 572-022-016 $13.66 572-022-017 $13.66 572-023-001 $13.66 572-023-002 $13.66 572-023-003 $6.82 572-023-004 $13.66 572-023-005 $13.66 572-023-006 $13.66 572-023-007 $13.66 572-023-008 $13.66 572-024-001 $13.66 572-024-002 $13.66 572-024-003 $13.66 572-024-004 $13.66 26 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 572-024-005 $13.66 572-024-006 $13.66 572-024-007 $13.66 572-024-008 $13.66 572-024-009 $13.66 572-024-010 $13.66 572-025-001 $13.66 572-025-002 $13.66 572-025-003 $13.66 572-025-004 $13.66 572-025-005 $13.66 572-025-006 $13.66 572-025-007 $13.66 572-025-008 $13.66 572-025-009 $13.66 572-026-001 $13.66 572-026-002 $13.66 572-026-003 $13.66 572-026-004 $13.66 572-026-005 $13.66 572-026-006 $13.66 572-026-007 $13.66 572-026-008 $13.66 572-026-009 $13.66 572-026-010 $13.66 572-026-011 $13.66 572-026-012 $13.66 572-026-013 $13.66 572-026-014 $13.66 572-026-015 $13.66 572-026-016 $13.66 572-026-017 $13.66 572-026-018 $13.66 572-027-001 $13.66 572-027-002 $13.66 572-027-003 $13.66 572-027-004 $13.66 572-027-005 $13.66 572-027-006 $13.66 572-027-007 $13.66 572-027-008 $13.66 572-027-009 $13.66 572-027-010 $13.66 572-027-011 $13.66 572-027-012 $13.66 572-028-001 $13.66 572-028-002 $13.66 572-028-003 $13.66 572-028-004 $13.66 572-028-005 $13.66 572-028-006 $13.66 572-028-007 $13.66 572-028-008 $13.66 572-028-009 $13.66 572-028-010 $13.66 572-028-011 $13.66 Assessor's Parcel Number Assessment Amount 572-029-006 $6.82 572-029-007 $13.66 572-029-008 $13.66 572-029-009 $13.66 572-029-011 $13.66 572-029-012 $13.66 572-031-001 $13.66 572-031-002 $13.66 572-031-003 $13.66 572-031-007 $13.66 572-032-001 $13.66 572-032-002 $13.66 572-032-003 $13.66 572-032-004 $13.66 572-032-005 $13.66 572-032-006 $13.66 572-032-007 $13.66 572-032-008 $13.66 572-032-010 $13.66 572-032-012 $13.66 572-032-014 $13.66 572-032-016 $13.66 572-032-017 $13.66 572-032-018 $6.82 572-032-020 $13.66 572-032-023 $13.66 572-032-024 $13.66 572-032-025 $13.66 572-033-001 $6.82 572-033-005 $13.66 572-033-006 $13.66 572-033-007 $13.66 572-033-008 $13.66 572-033-009 $13.66 572-033-011 $13.66 572-034-004 $13.66 572-034-005 $13.66 572-034-006 $13.66 572-034-007 $13.66 572-034-010 $13.66 572-034-011 $13.66 572-034-012 $13.66 572-034-014 $13.66 572-034-015 $13.66 572-034-016 $13.66 572-034-017 $13.66 572-034-018 $6.82 572-040-017 $8.20 572-050-001 $13.66 572-050-002 $13.66 572-050-005 $13.66 572-050-009 $13.66 572-050-013 $13.66 572-050-016 $13.66 572-050-017 $13.66 572-050-020 $13.66 Assessor's Parcel Number Assessment Amount 572-050-021 $13.66 572-050-022 $13.66 572-050-023 $13.66 572-050-024 $13.66 572-050-025 $13.66 572-050-026 $13.66 572-060-008 $13.66 572-060-009 $13.66 572-060-010 $13.66 572-060-011 $13.66 572-060-012 $13.66 572-060-013 $13.66 572-060-016 $13.66 572-060-017 $13.66 572-060-018 $13.66 572-060-026 $13.66 572-060-027 $13.66 572-060-028 $13.66 572-060-029 $13.66 572-060-030 $13.66 572-060-031 $13.66 572-060-032 $13.66 572-070-001 $13.66 572-070-002 $13.66 572-070-003 $13.66 572-070-011 $13.66 572-070-013 $13.66 572-070-014 $13.66 572-070-015 $13.66 572-070-016 $13.66 572-070-019 $13.66 572-070-020 $13.66 572-080-005 $6.82 572-080-007 $13.66 572-080-008 $13.66 572-080-009 $13.66 572-080-016 $13.66 572-080-017 $6.82 572-080-018 $13.66 572-080-023 $13.66 572-080-024 $13.66 572-080-025 $13.66 572-080-026 $13.66 572-080-028 $13.66 572-080-029 $6.82 572-080-030 $13.66 572-080-031 $6.82 572-080-035 $13.66 572-080-036 $13.66 572-090-001 $13.66 572-090-002 $13.66 572-090-003 $13.66 572-090-004 $13.66 572-090-005 $13.66 572-090-006 $13.66 572-090-007 $13.66 Assessor's Parcel Number Assessment Amount 572-090-008 $13.66 572-090-009 $13.66 572-090-010 $13.66 572-090-011 $13.66 572-090-012 $13.66 572-090-013 $13.66 572-090-014 $13.66 572-090-015 $13.66 572-090-016 $13.66 572-090-017 $13.66 572-090-018 $13.66 572-090-019 $13.66 572-100-001 $13.66 572-100-002 $13.66 572-100-003 $13.66 572-100-004 $13.66 572-100-005 $13.66 572-100-006 $13.66 572-100-007 $13.66 572-100-008 $6.82 572-100-009 $13.66 572-100-010 $13.66 572-100-011 $13.66 572-100-012 $13.66 572-100-013 $13.66 572-100-014 $13.66 572-100-015 $13.66 572-100-016 $13.66 572-100-017 $13.66 572-100-018 $13.66 572-110-001 $13.66 572-110-002 $13.66 572-110-003 $13.66 572-110-004 $13.66 572-110-005 $13.66 572-110-006 $13.66 572-110-007 $13.66 572-110-008 $13.66 572-110-009 $13.66 572-110-010 $13.66 572-110-011 $13.66 572-110-012 $13.66 572-110-013 $13.66 572-110-014 $13.66 572-110-015 $13.66 572-110-016 $13.66 572-110-017 $13.66 572-110-018 $13.66 572-110-019 $13.66 572-110-020 $13.66 572-110-021 $13.66 572-110-022 $13.66 572-110-023 $13.66 572-110-024 $13.66 572-110-025 $13.66 572-110-029 $13.66 27 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 572-121-003 $13.66 572-121-004 $13.66 572-121-005 $13.66 572-121-006 $13.66 572-121-007 $13.66 572-121-008 $13.66 572-122-001 $13.66 572-122-002 $13.66 572-122-003 $13.66 572-122-004 $13.66 572-122-005 $13.66 572-122-006 $13.66 572-122-007 $13.66 572-122-008 $13.66 572-122-009 $13.66 572-122-010 $13.66 572-122-011 $13.66 572-123-001 $13.66 572-123-002 $13.66 572-123-003 $13.66 572-123-004 $13.66 572-124-001 $13.66 572-124-002 $13.66 572-124-003 $13.66 572-124-004 $13.66 572-124-005 $13.66 572-124-006 $13.66 572-124-007 $13.66 572-124-008 $13.66 572-124-009 $13.66 572-124-010 $13.66 572-124-011 $13.66 572-124-012 $13.66 572-124-013 $13.66 572-124-014 $13.66 572-124-015 $13.66 572-124-016 $13.66 572-124-017 $13.66 572-124-018 $13.66 572-130-001 $13.66 572-130-002 $13.66 572-130-003 $13.66 572-130-004 $13.66 572-130-005 $13.66 572-130-006 $13.66 572-130-007 $13.66 572-130-008 $13.66 572-130-009 $13.66 572-130-010 $13.66 572-130-011 $13.66 572-130-012 $13.66 572-130-013 $13.66 572-130-014 $13.66 572-130-015 $13.66 572-130-016 $13.66 572-130-017 $13.66 Assessor's Parcel Number Assessment Amount 572-130-018 $13.66 572-130-019 $13.66 572-130-020 $13.66 572-130-021 $13.66 572-130-022 $13.66 572-130-023 $13.66 572-130-024 $13.66 572-130-025 $13.66 572-130-026 $13.66 572-130-027 $13.66 572-130-028 $13.66 572-130-029 $13.66 572-130-030 $13.66 572-140-001 $13.66 572-140-002 $13.66 572-140-004 $13.66 572-140-005 $13.66 572-140-006 $13.66 572-140-007 $13.66 572-140-008 $13.66 572-140-009 $13.66 572-140-010 $13.66 572-140-011 $13.66 572-140-012 $13.66 572-140-013 $13.66 572-140-014 $13.66 572-140-015 $13.66 572-140-016 $13.66 572-140-017 $13.66 572-140-018 $13.66 572-140-019 $13.66 572-140-022 $13.66 572-140-025 $13.66 572-140-027 $13.66 572-140-028 $13.66 572-150-001 $13.66 572-150-002 $13.66 572-150-003 $13.66 572-150-004 $13.66 572-150-005 $13.66 572-150-006 $13.66 572-150-007 $13.66 572-150-008 $13.66 572-150-009 $13.66 572-150-010 $13.66 572-150-011 $13.66 572-150-012 $13.66 572-150-013 $13.66 572-150-015 $13.66 572-150-016 $13.66 572-150-017 $13.66 572-150-018 $13.66 572-150-019 $13.66 572-150-020 $13.66 572-150-021 $13.66 572-150-022 $13.66 Assessor's Parcel Number Assessment Amount 572-150-023 $13.66 572-150-024 $13.66 572-150-025 $13.66 572-150-026 $13.66 572-150-027 $13.66 572-150-028 $13.66 572-150-029 $13.66 572-150-030 $13.66 572-150-031 $13.66 572-160-001 $13.66 572-160-002 $13.66 572-160-003 $13.66 572-160-004 $13.66 572-160-005 $13.66 572-160-006 $13.66 572-160-010 $13.66 572-160-011 $13.66 572-160-012 $13.66 572-160-013 $13.66 572-160-014 $13.66 572-160-015 $13.66 572-160-016 $13.66 572-160-018 $13.66 572-160-023 $13.66 572-160-024 $13.66 572-160-025 $13.66 572-160-026 $13.66 572-160-027 $13.66 572-160-028 $13.66 572-160-029 $13.66 572-160-030 $13.66 572-160-032 $13.66 572-170-001 $13.66 572-170-002 $13.66 572-170-003 $13.66 572-170-004 $13.66 572-170-005 $13.66 572-170-006 $13.66 572-170-007 $13.66 572-170-008 $13.66 572-170-009 $13.66 572-170-011 $13.66 572-170-012 $13.66 572-170-013 $13.66 572-170-014 $13.66 572-170-015 $13.66 572-170-016 $13.66 572-170-017 $13.66 572-170-018 $13.66 572-170-019 $13.66 572-170-020 $13.66 572-170-021 $13.66 572-170-022 $13.66 572-170-023 $13.66 572-170-024 $13.66 572-170-025 $13.66 Assessor's Parcel Number Assessment Amount 572-170-026 $13.66 572-170-028 $13.66 572-170-029 $13.66 572-170-030 $13.66 572-170-031 $13.66 572-170-032 $13.66 572-170-033 $13.66 572-170-034 $13.66 572-170-035 $13.66 572-170-037 $13.66 572-170-038 $13.66 572-170-039 $13.66 572-170-040 $13.66 572-170-041 $13.66 572-170-042 $13.66 572-170-043 $13.66 572-170-044 $13.66 572-170-045 $13.66 572-181-002 $13.66 572-181-003 $13.66 572-181-004 $13.66 572-181-005 $13.66 572-181-006 $13.66 572-181-007 $13.66 572-181-008 $13.66 572-181-009 $13.66 572-181-010 $13.66 572-181-011 $13.66 572-181-013 $13.66 572-181-014 $13.66 572-181-015 $13.66 572-181-019 $13.66 572-181-020 $13.66 572-181-022 $13.66 572-181-023 $13.66 572-181-024 $13.66 572-181-025 $13.66 572-181-026 $13.66 572-181-027 $13.66 572-181-029 $13.66 572-181-030 $13.66 572-181-031 $13.66 572-181-032 $13.66 572-181-033 $13.66 572-181-034 $13.66 572-181-035 $13.66 572-181-036 $6.82 572-181-037 $13.66 572-181-038 $13.66 572-181-039 $13.66 572-181-040 $13.66 572-181-041 $13.66 572-182-001 $13.66 572-182-002 $13.66 572-182-003 $13.66 572-182-004 $13.66 28 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 572-182-007 $13.66 572-182-008 $13.66 572-182-009 $13.66 572-182-010 $13.66 572-182-013 $13.66 572-182-014 $13.66 572-182-015 $13.66 572-182-016 $13.66 572-182-017 $13.66 572-190-001 $13.66 572-190-002 $13.66 572-190-003 $13.66 572-190-004 $13.66 572-190-005 $13.66 572-190-006 $13.66 572-190-007 $13.66 572-190-008 $13.66 572-190-009 $13.66 572-190-010 $13.66 572-190-011 $13.66 572-190-012 $13.66 572-190-013 $13.66 572-201-002 $13.66 572-201-003 $13.66 572-201-004 $13.66 572-201-005 $13.66 572-201-006 $13.66 572-201-007 $13.66 572-201-008 $13.66 572-201-009 $13.66 572-201-010 $13.66 572-201-011 $13.66 572-201-012 $13.66 572-201-013 $13.66 572-201-014 $13.66 572-201-015 $13.66 572-201-016 $13.66 572-201-019 $13.66 572-201-020 $13.66 572-201-021 $6.82 572-202-004 $13.66 572-202-005 $13.66 572-202-006 $13.66 572-202-007 $13.66 572-202-008 $13.66 572-202-009 $13.66 572-202-010 $13.66 572-202-012 $13.66 572-202-013 $13.66 572-202-014 $13.66 572-202-015 $13.66 572-202-016 $13.66 572-202-020 $13.66 572-202-023 $13.66 572-202-024 $13.66 572-202-025 $13.66 Assessor's Parcel Number Assessment Amount 572-202-026 $13.66 572-202-027 $13.66 572-202-029 $13.66 572-202-032 $13.66 572-203-001 $13.66 572-203-002 $13.66 572-203-003 $13.66 572-203-004 $13.66 572-203-007 $13.66 572-203-008 $13.66 572-203-009 $13.66 572-203-010 $13.66 572-203-011 $13.66 572-203-012 $6.82 572-203-013 $13.66 572-203-014 $13.66 572-203-015 $13.66 572-203-016 $13.66 572-203-017 $13.66 572-203-018 $13.66 572-203-019 $13.66 572-203-020 $13.66 572-203-021 $13.66 572-203-022 $13.66 572-203-023 $13.66 572-203-024 $13.66 572-203-025 $13.66 572-203-028 $6.82 572-203-029 $13.66 572-204-001 $13.66 572-204-002 $13.66 572-204-003 $13.66 572-204-004 $13.66 572-204-005 $13.66 572-204-006 $13.66 572-204-007 $13.66 572-204-008 $13.66 572-204-009 $13.66 572-204-010 $13.66 572-204-011 $13.66 572-204-012 $13.66 572-204-013 $13.66 572-204-014 $13.66 572-204-015 $13.66 572-204-016 $13.66 572-204-017 $13.66 572-204-018 $13.66 572-204-019 $13.66 572-204-020 $13.66 572-210-002 $13.66 572-221-001 $13.66 572-221-003 $13.66 572-221-004 $13.66 572-221-005 $13.66 572-221-006 $13.66 572-221-007 $13.66 Assessor's Parcel Number Assessment Amount 572-221-008 $6.82 572-222-003 $13.66 572-222-004 $13.66 572-222-005 $13.66 572-222-006 $13.66 572-222-007 $13.66 572-222-008 $13.66 572-222-009 $13.66 572-222-010 $13.66 572-222-011 $13.66 572-222-012 $13.66 572-222-013 $13.66 572-222-014 $13.66 572-222-015 $13.66 572-222-016 $13.66 572-222-017 $13.66 572-222-018 $13.66 572-222-019 $13.66 572-222-020 $13.66 572-222-021 $13.66 572-222-022 $13.66 572-222-023 $40.98 572-222-025 $6.82 572-222-026 $13.66 572-231-001 $13.66 572-231-002 $13.66 572-231-003 $13.66 572-231-004 $13.66 572-231-005 $13.66 572-231-006 $13.66 572-231-007 $13.66 572-231-008 $13.66 572-231-009 $13.66 572-231-010 $6.82 572-231-011 $13.66 572-231-012 $13.66 572-231-013 $13.66 572-231-014 $13.66 572-231-015 $13.66 572-231-016 $13.66 572-231-017 $13.66 572-231-018 $13.66 572-231-019 $13.66 572-231-020 $13.66 572-231-021 $13.66 572-231-022 $13.66 572-231-023 $13.66 572-231-024 $13.66 572-231-025 $13.66 572-231-026 $13.66 572-231-027 $13.66 572-231-028 $13.66 572-231-029 $13.66 572-232-001 $13.66 572-232-002 $13.66 572-232-003 $13.66 Assessor's Parcel Number Assessment Amount 572-232-004 $13.66 572-232-005 $13.66 572-232-006 $13.66 572-232-007 $13.66 572-232-008 $13.66 572-232-009 $13.66 572-232-010 $13.66 572-232-011 $13.66 572-232-012 $13.66 572-232-013 $13.66 572-232-014 $13.66 572-232-015 $13.66 572-232-016 $13.66 572-232-017 $13.66 572-232-018 $13.66 572-232-019 $13.66 572-232-020 $13.66 572-232-021 $13.66 572-232-022 $13.66 572-232-023 $13.66 572-232-024 $13.66 572-232-025 $13.66 572-232-026 $13.66 572-233-001 $13.66 572-233-002 $13.66 572-233-003 $13.66 572-233-004 $13.66 572-233-005 $13.66 572-233-006 $13.66 572-233-007 $13.66 572-233-008 $13.66 572-233-009 $13.66 572-233-010 $13.66 572-233-011 $13.66 572-233-012 $13.66 572-233-013 $13.66 572-233-014 $13.66 572-233-015 $13.66 572-233-016 $13.66 572-234-001 $13.66 572-234-002 $13.66 572-234-003 $13.66 572-234-004 $13.66 572-234-005 $13.66 572-234-006 $13.66 572-234-007 $13.66 573-091-002 $13.66 573-091-003 $13.66 573-091-004 $13.66 573-091-007 $13.66 573-091-008 $13.66 573-091-009 $13.66 573-092-001 $13.66 573-092-002 $13.66 573-092-003 $13.66 573-092-004 $13.66 29 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 21 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2846 LW LEVY CODE: Kensington Area Assessor's Parcel Number Assessment Amount 573-093-001 $13.66 573-093-002 $13.66 573-093-003 $13.66 573-093-004 $13.66 573-093-005 $13.66 573-093-006 $13.66 573-093-007 $13.66 573-093-008 $13.66 573-093-009 $13.66 573-093-011 $13.66 573-093-012 $13.66 573-093-013 $13.66 573-093-014 $13.66 573-093-015 $13.66 573-093-016 $13.66 573-093-017 $13.66 573-093-018 $6.82 2257Total Parcels: $30,660.74 Total Assessment: 30 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 22 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2857 LF LEVY CODE: Seabreeze - Bay Point Area Assessor's Parcel Number Assessment Amount 098-541-001 $290.00 098-541-002 $290.00 098-541-003 $290.00 098-541-004 $290.00 098-541-005 $290.00 098-541-006 $290.00 098-541-007 $290.00 098-541-008 $290.00 098-541-009 $290.00 098-541-010 $290.00 098-541-011 $290.00 098-541-012 $290.00 098-541-013 $290.00 098-541-014 $290.00 098-541-015 $290.00 098-541-016 $290.00 098-541-017 $290.00 098-541-018 $290.00 098-541-019 $290.00 098-541-020 $290.00 098-541-021 $290.00 098-541-022 $290.00 098-541-023 $290.00 098-541-024 $290.00 098-541-025 $290.00 098-541-026 $290.00 098-541-027 $290.00 098-541-028 $290.00 098-541-029 $290.00 098-541-030 $290.00 098-541-031 $290.00 098-541-032 $290.00 098-541-033 $290.00 098-541-034 $290.00 098-541-035 $290.00 098-541-036 $290.00 098-541-037 $290.00 098-541-038 $290.00 098-541-039 $290.00 098-542-001 $290.00 098-542-002 $290.00 098-542-003 $290.00 098-542-004 $290.00 098-542-005 $290.00 098-542-006 $290.00 098-542-007 $290.00 098-542-008 $290.00 098-542-009 $290.00 098-542-010 $290.00 098-542-011 $290.00 098-542-012 $290.00 098-542-013 $290.00 098-542-014 $290.00 098-542-015 $290.00 098-542-016 $290.00 098-542-017 $290.00 Assessor's Parcel Number Assessment Amount 098-542-018 $290.00 098-542-019 $290.00 098-542-020 $290.00 098-542-021 $290.00 098-542-022 $290.00 098-542-023 $290.00 098-542-024 $290.00 098-542-025 $290.00 098-542-026 $290.00 098-542-029 $290.00 098-542-030 $290.00 098-542-031 $290.00 098-542-032 $290.00 098-542-033 $290.00 098-551-001 $290.00 098-551-002 $290.00 098-551-003 $290.00 098-551-004 $290.00 098-551-005 $290.00 098-551-006 $290.00 098-551-007 $290.00 098-551-008 $290.00 098-551-009 $290.00 098-551-010 $290.00 098-551-011 $290.00 098-551-012 $290.00 098-551-013 $290.00 098-551-014 $290.00 098-551-015 $290.00 098-551-016 $290.00 098-551-017 $290.00 098-552-001 $290.00 098-552-002 $290.00 098-552-003 $290.00 098-552-004 $290.00 098-552-005 $290.00 098-552-006 $290.00 098-552-007 $290.00 098-552-008 $290.00 098-552-009 $290.00 098-552-010 $290.00 098-552-011 $290.00 098-552-012 $290.00 098-552-013 $290.00 098-552-014 $290.00 098-552-015 $290.00 098-552-016 $290.00 098-552-017 $290.00 098-552-018 $290.00 098-552-019 $290.00 098-552-020 $290.00 098-552-021 $290.00 098-552-022 $290.00 098-552-023 $290.00 098-552-024 $290.00 098-552-025 $290.00 Assessor's Parcel Number Assessment Amount 098-552-026 $290.00 098-552-027 $290.00 098-552-028 $290.00 098-552-029 $290.00 098-552-030 $290.00 098-552-031 $290.00 098-552-032 $290.00 098-552-033 $290.00 098-552-034 $290.00 098-552-035 $290.00 098-552-036 $290.00 098-552-037 $290.00 098-552-038 $290.00 098-552-039 $290.00 098-552-040 $290.00 098-552-041 $290.00 098-552-042 $290.00 098-552-043 $290.00 098-552-044 $290.00 098-552-045 $290.00 098-552-046 $290.00 098-552-047 $290.00 098-552-048 $290.00 098-552-049 $290.00 098-552-050 $290.00 098-580-001 $290.00 098-580-002 $290.00 098-580-003 $290.00 098-580-004 $290.00 098-580-005 $290.00 098-580-006 $290.00 098-580-007 $290.00 098-580-008 $290.00 098-580-009 $290.00 098-580-010 $290.00 098-580-011 $290.00 098-580-012 $290.00 098-580-013 $290.00 098-580-014 $290.00 098-580-015 $290.00 098-580-016 $290.00 098-580-017 $290.00 154Total Parcels: $44,660.00 Total Assessment: 31 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 27 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2855 LM LEVY CODE: Bettencourt Ranch - Camino Tassajara Assessor's Parcel Number Assessment Amount 203-061-001 $105.68 203-061-002 $105.68 203-061-003 $105.68 203-061-004 $105.68 203-061-005 $105.68 203-061-006 $105.68 203-061-007 $105.68 203-061-008 $105.68 203-061-009 $105.68 203-061-010 $105.68 203-061-011 $105.68 203-061-012 $105.68 203-061-013 $105.68 203-061-014 $105.68 203-061-015 $105.68 203-061-016 $105.68 203-061-017 $105.68 203-061-018 $105.68 203-061-019 $105.68 203-061-020 $105.68 203-061-021 $105.68 203-061-022 $105.68 203-061-023 $105.68 203-061-024 $105.68 203-061-025 $105.68 203-061-026 $105.68 203-061-027 $105.68 203-061-028 $105.68 203-061-029 $105.68 203-061-030 $105.68 203-061-031 $105.68 203-061-032 $105.68 203-061-033 $105.68 203-061-034 $105.68 203-061-035 $105.68 203-061-036 $105.68 203-061-037 $105.68 203-061-038 $105.68 203-061-039 $105.68 203-061-040 $105.68 203-061-041 $105.68 203-061-042 $105.68 203-061-043 $105.68 203-061-044 $105.68 203-061-045 $105.68 203-061-046 $105.68 203-061-047 $105.68 203-061-048 $105.68 203-061-049 $105.68 203-061-050 $105.68 203-061-051 $105.68 203-061-052 $105.68 203-061-053 $105.68 203-061-054 $105.68 203-061-055 $105.68 203-061-056 $105.68 Assessor's Parcel Number Assessment Amount 203-061-057 $105.68 203-061-058 $105.68 203-061-059 $105.68 203-061-060 $105.68 203-061-061 $105.68 203-061-062 $105.68 203-061-063 $105.68 203-061-064 $105.68 203-061-065 $105.68 203-061-070 $191.28 203-071-001 $105.68 203-071-002 $105.68 203-071-003 $105.68 203-071-004 $105.68 203-071-005 $105.68 203-071-006 $105.68 203-071-007 $105.68 203-071-008 $105.68 203-071-009 $105.68 203-071-010 $105.68 203-071-011 $105.68 203-071-012 $105.68 203-071-013 $105.68 203-071-014 $105.68 203-071-015 $105.68 203-071-016 $105.68 203-071-017 $105.68 203-071-018 $105.68 203-071-019 $105.68 203-071-020 $105.68 203-071-021 $105.68 203-071-022 $105.68 203-071-023 $105.68 203-071-024 $105.68 203-071-025 $105.68 203-071-026 $105.68 203-071-027 $105.68 203-071-028 $105.68 203-071-029 $105.68 203-071-030 $105.68 203-071-031 $105.68 203-071-032 $105.68 203-071-033 $105.68 203-071-034 $105.68 203-071-035 $105.68 203-071-036 $105.68 203-071-037 $105.68 203-071-038 $105.68 203-071-039 $105.68 203-071-040 $105.68 203-071-041 $105.68 203-071-042 $105.68 203-071-043 $105.68 203-071-044 $105.68 203-071-045 $105.68 203-071-046 $105.68 Assessor's Parcel Number Assessment Amount 203-071-047 $105.68 203-071-048 $105.68 203-071-049 $105.68 203-071-050 $105.68 203-071-051 $105.68 203-071-052 $105.68 203-071-053 $105.68 203-071-054 $105.68 203-071-055 $105.68 203-071-056 $105.68 203-071-057 $105.68 203-071-058 $105.68 203-071-059 $105.68 203-071-060 $105.68 203-071-061 $105.68 203-071-062 $105.68 203-071-063 $105.68 203-071-064 $105.68 203-071-065 $105.68 203-071-066 $105.68 203-071-067 $105.68 203-071-068 $105.68 203-071-069 $105.68 203-071-070 $105.68 203-071-071 $105.68 203-071-072 $105.68 203-071-073 $105.68 203-071-074 $105.68 203-071-075 $105.68 203-071-076 $105.68 203-071-077 $105.68 203-071-078 $105.68 203-071-079 $105.68 203-071-080 $105.68 203-071-081 $105.68 203-071-082 $105.68 203-071-083 $105.68 203-071-084 $105.68 203-071-085 $105.68 220-440-010 $150.00 220-440-011 $150.00 220-440-012 $150.00 220-440-013 $150.00 220-440-014 $150.00 220-440-015 $150.00 220-440-016 $150.00 220-440-017 $150.00 220-440-018 $150.00 220-440-019 $150.00 220-440-020 $150.00 220-440-023 $150.00 220-440-024 $150.00 220-440-025 $150.00 220-440-026 $150.00 220-440-027 $150.00 220-440-030 $150.00 Assessor's Parcel Number Assessment Amount 220-440-031 $150.00 220-440-032 $150.00 220-440-033 $150.00 220-440-034 $150.00 220-440-035 $150.00 220-440-036 $150.00 220-440-038 $150.00 220-440-039 $150.00 220-440-040 $150.00 220-440-041 $150.00 220-450-010 $150.00 220-450-011 $150.00 220-450-012 $150.00 220-450-013 $150.00 220-450-014 $150.00 220-450-015 $150.00 220-450-016 $150.00 220-450-017 $150.00 220-450-018 $150.00 220-450-019 $150.00 220-450-020 $150.00 220-450-021 $150.00 220-450-022 $150.00 220-450-023 $150.00 220-450-024 $150.00 220-450-025 $150.00 220-450-026 $150.00 220-450-027 $150.00 220-450-028 $150.00 220-450-029 $150.00 220-450-030 $150.00 220-450-031 $150.00 220-450-032 $150.00 220-450-033 $150.00 220-450-034 $150.00 220-450-035 $150.00 220-450-036 $150.00 220-450-037 $150.00 220-450-038 $150.00 220-450-039 $150.00 220-450-040 $150.00 220-450-041 $150.00 220-450-042 $150.00 220-450-043 $150.00 220-450-044 $150.00 220-450-045 $150.00 220-450-046 $150.00 220-450-047 $150.00 220-450-048 $150.00 220-450-049 $150.00 220-450-050 $150.00 220-450-051 $150.00 220-460-028 $150.00 220-460-029 $150.00 220-460-030 $150.00 220-460-031 $150.00 32 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 27 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2855 LM LEVY CODE: Bettencourt Ranch - Camino Tassajara Assessor's Parcel Number Assessment Amount 220-460-032 $150.00 220-460-033 $150.00 220-460-034 $150.00 220-460-035 $150.00 220-460-036 $150.00 220-460-037 $150.00 220-460-038 $150.00 220-460-039 $150.00 220-460-040 $150.00 220-460-041 $150.00 220-460-042 $150.00 220-460-043 $150.00 220-460-044 $150.00 220-460-045 $150.00 220-460-046 $150.00 220-460-047 $150.00 220-460-048 $150.00 220-460-049 $150.00 220-460-050 $150.00 220-460-051 $150.00 220-460-052 $150.00 220-460-053 $150.00 220-460-054 $150.00 220-460-055 $150.00 220-460-056 $150.00 220-460-057 $150.00 220-460-058 $150.00 220-460-059 $150.00 220-460-060 $150.00 220-460-061 $150.00 220-460-062 $150.00 220-460-063 $150.00 220-460-064 $150.00 220-460-065 $150.00 220-460-066 $150.00 220-750-001 $150.00 220-750-002 $150.00 220-750-003 $150.00 220-750-004 $150.00 220-750-005 $150.00 220-750-006 $150.00 220-750-007 $150.00 220-750-008 $150.00 220-750-009 $150.00 220-750-010 $150.00 220-750-011 $150.00 220-750-012 $150.00 220-750-013 $150.00 220-750-014 $150.00 220-750-015 $150.00 220-750-016 $150.00 220-750-017 $150.00 220-750-018 $150.00 220-750-019 $150.00 220-750-020 $150.00 220-750-021 $150.00 Assessor's Parcel Number Assessment Amount 220-750-022 $150.00 220-750-023 $150.00 220-750-024 $150.00 220-750-025 $150.00 220-750-026 $150.00 220-750-027 $150.00 220-750-028 $150.00 220-750-029 $150.00 220-750-030 $150.00 220-750-031 $150.00 220-750-032 $150.00 220-750-033 $150.00 220-750-034 $150.00 220-750-035 $150.00 220-750-036 $150.00 220-750-037 $150.00 220-750-038 $150.00 220-750-039 $150.00 220-750-040 $150.00 220-750-041 $150.00 220-750-042 $150.00 220-750-043 $150.00 220-750-044 $150.00 220-750-045 $150.00 220-750-046 $150.00 220-750-047 $150.00 220-750-048 $150.00 220-750-049 $150.00 220-750-050 $150.00 220-750-051 $150.00 220-750-052 $150.00 220-760-001 $150.00 220-760-002 $150.00 220-760-003 $150.00 220-760-004 $150.00 220-760-005 $150.00 220-760-006 $150.00 220-760-007 $150.00 220-760-008 $150.00 220-760-009 $150.00 220-760-010 $150.00 220-760-011 $150.00 220-760-012 $150.00 220-760-013 $150.00 220-760-014 $150.00 220-760-015 $150.00 220-760-016 $150.00 220-760-017 $150.00 220-760-018 $150.00 220-760-019 $150.00 220-760-020 $150.00 220-760-021 $150.00 220-760-022 $150.00 220-760-023 $150.00 220-760-024 $150.00 220-760-025 $150.00 Assessor's Parcel Number Assessment Amount 220-760-026 $150.00 220-760-027 $150.00 220-760-028 $150.00 220-760-029 $150.00 220-760-030 $150.00 220-760-031 $150.00 220-760-032 $150.00 220-770-001 $150.00 220-770-002 $150.00 220-770-003 $150.00 220-770-004 $150.00 220-770-005 $150.00 220-770-006 $150.00 220-770-007 $150.00 220-770-008 $150.00 220-770-009 $150.00 220-770-010 $150.00 220-770-011 $150.00 220-770-012 $150.00 220-770-013 $150.00 220-770-014 $150.00 220-770-015 $150.00 220-770-016 $150.00 220-770-017 $150.00 220-770-018 $150.00 220-770-019 $150.00 220-770-020 $150.00 220-770-021 $150.00 220-770-022 $150.00 220-770-023 $150.00 220-780-001 $150.00 220-780-002 $150.00 220-780-003 $150.00 220-780-004 $150.00 220-780-005 $150.00 220-780-006 $150.00 220-780-007 $150.00 220-780-008 $150.00 220-780-009 $150.00 220-780-010 $150.00 220-780-011 $150.00 220-780-012 $150.00 220-780-013 $150.00 220-780-014 $150.00 220-780-015 $150.00 220-780-016 $150.00 220-780-017 $150.00 220-780-018 $150.00 220-780-019 $150.00 220-780-020 $150.00 220-780-021 $150.00 220-790-001 $150.00 220-790-002 $150.00 220-790-003 $150.00 220-790-004 $150.00 220-790-005 $150.00 Assessor's Parcel Number Assessment Amount 220-790-006 $150.00 220-790-007 $150.00 220-790-008 $150.00 220-790-009 $150.00 220-790-010 $150.00 220-790-011 $150.00 220-790-012 $150.00 220-790-013 $150.00 220-790-014 $150.00 220-790-015 $150.00 220-790-016 $150.00 220-790-017 $150.00 220-790-018 $150.00 220-790-019 $150.00 220-790-020 $150.00 220-790-021 $150.00 220-790-022 $150.00 220-790-023 $150.00 220-790-024 $150.00 220-790-025 $150.00 220-790-026 $150.00 220-790-027 $150.00 220-790-028 $150.00 220-790-029 $150.00 220-790-030 $150.00 220-790-031 $150.00 220-790-032 $150.00 220-790-033 $150.00 220-790-034 $150.00 220-790-035 $150.00 220-790-036 $150.00 220-790-037 $150.00 220-790-038 $150.00 220-790-039 $150.00 220-790-040 $150.00 220-790-041 $150.00 220-790-042 $150.00 220-790-043 $150.00 220-790-044 $150.00 220-790-045 $150.00 220-790-046 $150.00 220-790-047 $150.00 220-790-048 $150.00 220-790-049 $150.00 220-790-050 $150.00 220-790-051 $150.00 220-790-052 $150.00 220-790-053 $150.00 220-790-054 $150.00 220-790-055 $150.00 220-790-056 $150.00 220-790-057 $150.00 220-790-058 $150.00 220-790-059 $150.00 220-790-060 $150.00 220-790-061 $150.00 33 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 27 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2855 LM LEVY CODE: Bettencourt Ranch - Camino Tassajara Assessor's Parcel Number Assessment Amount 220-790-062 $150.00 220-800-001 $150.00 220-800-002 $150.00 220-800-003 $150.00 220-800-004 $150.00 220-800-005 $150.00 220-800-006 $150.00 220-800-007 $150.00 220-800-008 $150.00 220-800-009 $150.00 220-800-010 $150.00 220-800-011 $150.00 220-800-012 $150.00 220-800-013 $150.00 220-800-014 $150.00 220-800-015 $150.00 220-800-016 $150.00 220-800-017 $150.00 220-800-018 $150.00 220-800-019 $150.00 220-800-020 $150.00 220-800-021 $150.00 220-800-022 $150.00 220-800-023 $150.00 220-800-024 $150.00 220-800-025 $150.00 220-800-026 $150.00 220-800-027 $150.00 220-800-028 $150.00 220-800-029 $150.00 220-800-030 $150.00 220-800-031 $150.00 220-800-032 $150.00 220-800-033 $150.00 220-800-034 $150.00 220-800-035 $150.00 220-800-036 $150.00 220-800-037 $150.00 220-810-001 $150.00 220-810-002 $150.00 220-810-003 $150.00 220-810-004 $150.00 220-810-005 $150.00 220-810-006 $150.00 220-810-007 $150.00 220-810-008 $150.00 220-810-009 $150.00 220-810-010 $150.00 220-810-011 $150.00 220-810-012 $150.00 220-810-013 $150.00 220-810-014 $150.00 220-810-015 $150.00 220-810-016 $150.00 220-810-017 $150.00 220-810-018 $150.00 Assessor's Parcel Number Assessment Amount 220-810-019 $150.00 220-810-020 $150.00 220-810-021 $150.00 220-810-022 $150.00 220-810-023 $150.00 220-820-001 $150.00 220-820-002 $150.00 220-820-003 $150.00 220-820-004 $150.00 220-820-005 $150.00 220-820-006 $150.00 220-820-007 $150.00 220-820-008 $150.00 220-820-009 $150.00 220-820-010 $150.00 220-820-011 $150.00 220-820-012 $150.00 220-820-013 $150.00 220-820-014 $150.00 220-820-015 $150.00 220-820-016 $150.00 220-820-017 $150.00 220-820-018 $150.00 220-820-019 $150.00 220-820-020 $150.00 220-820-021 $150.00 220-820-022 $150.00 220-820-023 $150.00 220-820-024 $150.00 220-820-025 $150.00 220-820-026 $150.00 220-820-027 $150.00 220-820-028 $150.00 220-820-029 $150.00 220-820-030 $150.00 220-820-031 $150.00 220-820-032 $150.00 220-820-033 $150.00 220-820-034 $150.00 220-820-035 $150.00 220-820-036 $150.00 220-820-037 $150.00 220-820-038 $150.00 220-820-039 $150.00 220-820-042 $150.00 220-820-043 $150.00 220-820-044 $150.00 220-820-045 $150.00 220-820-046 $150.00 220-820-047 $150.00 220-820-048 $150.00 220-820-049 $150.00 220-820-050 $150.00 220-820-051 $150.00 220-820-052 $150.00 220-820-053 $150.00 Assessor's Parcel Number Assessment Amount 220-820-054 $150.00 220-820-055 $150.00 220-820-056 $150.00 220-820-057 $150.00 220-820-058 $150.00 220-820-059 $150.00 220-820-060 $150.00 220-820-061 $150.00 220-820-062 $150.00 220-820-063 $150.00 220-820-069 $150.00 220-820-070 $150.00 572Total Parcels: $79,193.28 Total Assessment: 34 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 35 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2881 ND LEVY CODE: Sandy Cove- Discovery Bay Area Assessor's Parcel Number Assessment Amount 011-220-039 $13,992.82 011-470-002 $3,889.24 011-470-003 $1,014.58 011-470-004 $1,690.98 011-470-005 $549.56 011-470-006 $1,690.98 011-470-007 $1,225.96 011-470-009 $11,519.76 011-470-010 $1,183.68 9Total Parcels: $36,757.56 Total Assessment: 35 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 187-070-005 $9.36 187-070-006 $9.36 187-070-007 $9.36 187-070-009 $9.36 187-070-015 $9.36 187-080-001 $9.36 187-080-002 $9.36 187-080-003 $9.36 187-080-005 $9.36 187-080-006 $9.36 187-080-007 $9.36 187-080-012 $9.36 187-080-013 $9.36 187-090-015 $9.36 187-090-016 $9.36 187-090-017 $9.36 187-090-018 $9.36 187-090-019 $9.36 187-090-020 $9.36 187-090-021 $9.36 187-090-022 $9.36 187-090-023 $9.36 187-090-024 $9.36 187-090-025 $9.36 187-090-026 $9.36 187-090-028 $9.36 187-100-003 $9.36 187-100-013 $9.36 187-100-014 $9.36 187-100-015 $9.36 187-100-016 $9.36 187-100-018 $9.36 187-100-019 $9.36 187-100-020 $9.36 187-100-021 $9.36 187-100-022 $9.36 187-100-023 $9.36 187-100-024 $9.36 187-100-025 $9.36 187-100-026 $9.36 187-100-027 $9.36 187-100-028 $9.36 187-100-029 $9.36 187-100-030 $9.36 187-110-003 $9.36 187-110-004 $9.36 187-110-005 $9.36 187-110-007 $9.36 187-110-008 $9.36 187-110-009 $9.36 187-110-010 $9.36 187-110-011 $9.36 187-110-012 $9.36 187-110-013 $9.36 187-110-014 $9.36 187-110-015 $9.36 Assessor's Parcel Number Assessment Amount 187-110-016 $9.36 187-110-021 $9.36 187-110-022 $9.36 187-110-023 $9.36 187-110-024 $9.36 187-110-025 $9.36 187-110-026 $9.36 187-110-027 $9.36 187-110-031 $9.36 187-110-032 $9.36 187-110-034 $9.36 187-110-037 $9.36 187-110-038 $9.36 187-110-039 $9.36 187-110-040 $9.36 187-110-041 $9.36 187-110-042 $9.36 187-110-043 $9.36 187-110-044 $9.36 187-110-045 $9.36 187-110-050 $9.36 187-120-001 $9.36 187-120-002 $9.36 187-120-003 $9.36 187-120-004 $9.36 187-120-009 $9.36 187-120-010 $9.36 187-120-011 $9.36 187-120-014 $9.36 187-120-015 $9.36 187-120-016 $9.36 187-120-018 $9.36 187-120-019 $9.36 187-120-020 $9.36 187-120-021 $9.36 187-120-022 $9.36 187-120-025 $9.36 187-120-031 $9.36 187-120-034 $9.36 187-120-035 $9.36 187-120-036 $9.36 187-120-041 $9.36 187-120-042 $9.36 187-120-043 $9.36 187-120-044 $9.36 187-120-045 $9.36 187-130-002 $9.36 187-130-003 $9.36 187-130-004 $9.36 187-130-006 $9.36 187-130-007 $9.36 187-130-009 $9.36 187-130-013 $9.36 187-130-014 $9.36 187-130-016 $9.36 187-130-018 $9.36 Assessor's Parcel Number Assessment Amount 187-130-019 $9.36 187-130-020 $9.36 187-130-021 $9.36 187-130-023 $9.36 187-171-027 $9.36 187-171-028 $9.36 187-171-029 $9.36 187-171-030 $9.36 187-171-031 $9.36 187-171-032 $9.36 187-171-033 $9.36 187-171-035 $9.36 187-171-036 $9.36 187-171-037 $9.36 187-171-038 $9.36 187-171-039 $9.36 187-171-042 $9.36 187-171-043 $9.36 187-171-044 $9.36 187-171-045 $9.36 187-171-046 $9.36 187-171-047 $9.36 187-171-051 $9.36 187-171-052 $9.36 187-171-053 $9.36 187-171-054 $9.36 187-171-055 $9.36 187-171-056 $9.36 187-171-058 $4.68 187-171-059 $4.68 187-171-060 $4.68 187-171-061 $4.68 187-171-062 $4.68 187-171-063 $4.68 187-171-064 $4.68 187-171-065 $4.68 187-171-066 $9.36 187-180-003 $9.36 187-180-004 $9.36 187-180-006 $9.36 187-180-008 $9.36 187-180-016 $9.36 187-180-019 $9.36 187-180-022 $9.36 187-180-023 $9.36 187-180-024 $9.36 187-180-025 $9.36 187-180-026 $9.36 187-180-027 $9.36 187-180-028 $9.36 187-180-029 $9.36 187-180-030 $9.36 187-180-031 $9.36 187-180-032 $9.36 187-231-010 $9.36 187-231-012 $9.36 Assessor's Parcel Number Assessment Amount 187-231-014 $9.36 187-231-016 $9.36 187-231-021 $9.36 187-231-023 $9.36 187-231-027 $9.36 187-231-028 $9.36 187-231-029 $9.36 187-231-030 $9.36 187-231-032 $9.36 187-231-033 $9.36 187-231-034 $9.36 187-231-035 $9.36 187-232-006 $9.36 187-232-010 $9.36 187-232-011 $9.36 187-232-012 $9.36 187-232-013 $9.36 187-232-014 $9.36 187-232-015 $9.36 187-232-018 $9.36 187-232-020 $9.36 187-232-021 $9.36 187-232-022 $9.36 187-232-023 $9.36 187-232-026 $9.36 187-232-027 $9.36 187-232-028 $9.36 187-232-030 $9.36 187-232-031 $9.36 187-232-032 $9.36 187-232-033 $9.36 187-232-034 $9.36 187-232-035 $9.36 187-232-036 $4.68 187-240-010 $9.36 187-240-014 $9.36 187-240-015 $9.36 187-240-020 $9.36 187-240-026 $9.36 187-240-027 $9.36 187-240-028 $9.36 187-240-029 $9.36 187-240-033 $9.36 187-240-058 $9.36 187-240-059 $9.36 187-240-061 $9.36 187-240-063 $9.36 187-240-064 $9.36 187-240-065 $9.36 187-240-066 $9.36 187-240-067 $9.36 187-240-068 $9.36 187-240-069 $9.36 187-240-070 $9.36 187-330-006 $9.36 187-330-009 $9.36 36 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 187-330-010 $9.36 187-330-011 $9.36 187-330-013 $4.68 187-330-015 $9.36 187-330-016 $9.36 187-330-017 $4.68 187-330-018 $9.36 187-330-019 $9.36 187-330-022 $9.36 187-330-023 $9.36 187-330-024 $9.36 187-330-025 $9.36 187-330-026 $9.36 187-330-027 $9.36 187-330-028 $9.36 187-330-030 $9.36 187-330-031 $9.36 187-330-032 $9.36 187-330-033 $9.36 187-430-001 $9.36 187-430-002 $9.36 187-430-003 $9.36 187-430-004 $9.36 187-430-005 $9.36 187-430-006 $9.36 187-430-007 $9.36 187-430-008 $9.36 187-430-009 $9.36 187-430-010 $9.36 187-430-011 $9.36 187-430-012 $9.36 187-430-013 $9.36 187-430-014 $9.36 187-430-015 $9.36 187-430-016 $9.36 187-430-017 $9.36 187-430-018 $9.36 187-430-019 $9.36 187-430-020 $9.36 187-430-021 $9.36 187-441-001 $9.36 187-441-002 $9.36 187-442-001 $9.36 187-442-002 $9.36 187-442-005 $9.36 187-442-006 $9.36 187-442-007 $9.36 187-443-001 $9.36 187-443-002 $9.36 187-443-003 $9.36 187-443-004 $9.36 187-450-001 $9.36 187-450-002 $9.36 187-450-003 $9.36 187-450-004 $9.36 187-450-005 $9.36 Assessor's Parcel Number Assessment Amount 187-450-006 $9.36 187-450-007 $9.36 187-470-001 $9.36 187-470-002 $9.36 187-470-003 $9.36 187-470-004 $9.36 187-470-005 $9.36 187-470-006 $9.36 187-470-007 $9.36 187-470-008 $9.36 187-470-009 $9.36 187-470-010 $9.36 187-470-011 $9.36 187-470-012 $9.36 187-470-013 $9.36 187-470-014 $9.36 187-490-001 $9.36 187-490-002 $9.36 187-490-003 $9.36 187-490-004 $9.36 187-490-005 $9.36 187-490-006 $9.36 187-490-007 $9.36 187-490-008 $9.36 187-490-009 $9.36 187-490-010 $9.36 187-490-011 $9.36 187-490-012 $9.36 187-490-013 $9.36 187-490-014 $9.36 187-490-015 $9.36 187-490-016 $9.36 187-490-017 $9.36 187-490-018 $9.36 187-490-019 $9.36 187-490-020 $9.36 187-490-021 $9.36 187-490-022 $9.36 187-490-023 $9.36 187-490-024 $9.36 187-490-025 $9.36 187-490-026 $9.36 187-490-027 $9.36 187-490-028 $9.36 187-490-029 $9.36 187-490-030 $9.36 187-490-035 $9.36 187-490-036 $9.36 187-490-037 $9.36 187-490-038 $9.36 187-490-039 $9.36 187-490-040 $9.36 187-490-041 $9.36 187-490-042 $9.36 187-490-043 $9.36 187-490-044 $9.36 Assessor's Parcel Number Assessment Amount 187-490-045 $9.36 187-490-046 $9.36 187-490-047 $9.36 187-490-048 $9.36 187-490-049 $9.36 187-490-050 $9.36 187-490-051 $9.36 187-490-052 $9.36 187-490-053 $9.36 187-490-054 $9.36 187-490-055 $9.36 187-490-056 $9.36 187-490-057 $9.36 187-490-058 $9.36 187-490-059 $9.36 187-490-060 $9.36 187-490-061 $9.36 187-490-062 $9.36 187-490-063 $9.36 187-500-001 $9.36 187-500-002 $9.36 187-500-003 $9.36 187-500-004 $9.36 187-500-005 $9.36 187-500-006 $9.36 187-500-007 $9.36 187-500-008 $9.36 187-500-009 $9.36 187-500-010 $9.36 187-500-011 $9.36 187-500-012 $9.36 187-500-013 $9.36 187-500-014 $9.36 187-500-015 $9.36 187-500-016 $9.36 187-500-017 $9.36 187-500-018 $9.36 187-500-019 $9.36 187-500-020 $9.36 187-500-021 $9.36 187-500-022 $9.36 187-500-023 $9.36 187-500-024 $9.36 187-500-025 $9.36 187-500-026 $9.36 187-500-027 $9.36 187-500-028 $9.36 187-510-001 $9.36 187-510-002 $9.36 187-510-003 $9.36 187-510-004 $9.36 187-510-005 $9.36 187-510-006 $9.36 187-510-007 $9.36 187-510-008 $9.36 187-510-009 $9.36 Assessor's Parcel Number Assessment Amount 187-510-010 $9.36 187-510-012 $9.36 187-510-013 $9.36 187-510-014 $9.36 187-510-015 $9.36 187-510-017 $9.36 187-510-018 $9.36 187-520-001 $9.36 187-520-002 $9.36 187-520-003 $9.36 187-520-004 $9.36 187-520-005 $9.36 187-520-006 $9.36 187-520-007 $9.36 187-520-008 $9.36 187-520-009 $9.36 187-520-010 $9.36 187-520-011 $9.36 187-520-012 $9.36 187-520-013 $9.36 187-520-014 $9.36 187-520-015 $9.36 187-520-016 $9.36 187-520-017 $9.36 187-520-018 $9.36 187-520-019 $9.36 187-520-020 $9.36 187-520-021 $9.36 187-520-022 $9.36 187-520-024 $9.36 187-520-025 $9.36 187-520-026 $9.36 187-520-027 $9.36 187-520-028 $9.36 187-520-029 $9.36 187-520-030 $9.36 187-520-031 $9.36 187-520-032 $9.36 187-520-033 $9.36 187-520-034 $9.36 187-520-035 $9.36 187-520-036 $9.36 187-520-037 $9.36 187-520-038 $9.36 187-531-001 $9.36 187-531-002 $9.36 187-531-003 $9.36 187-531-004 $9.36 187-531-005 $9.36 187-531-006 $9.36 187-531-007 $9.36 187-532-001 $9.36 187-532-002 $9.36 187-532-003 $9.36 187-532-004 $9.36 187-532-005 $9.36 37 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 187-532-006 $9.36 187-532-007 $9.36 187-532-008 $9.36 187-532-009 $9.36 187-532-010 $9.36 187-532-011 $9.36 187-533-001 $9.36 187-533-002 $9.36 187-533-003 $9.36 187-533-004 $9.36 187-534-001 $9.36 187-534-002 $9.36 187-535-001 $9.36 187-536-001 $9.36 187-537-001 $9.36 187-537-002 $9.36 187-537-003 $9.36 187-537-008 $9.36 187-537-010 $9.36 187-537-011 $9.36 187-537-012 $9.36 187-541-001 $9.36 187-541-002 $9.36 187-541-003 $9.36 187-541-004 $9.36 187-542-001 $9.36 187-542-002 $9.36 187-542-003 $9.36 187-542-004 $9.36 187-542-005 $9.36 187-542-006 $9.36 187-542-007 $9.36 187-542-008 $9.36 187-542-009 $9.36 187-542-010 $9.36 187-542-011 $9.36 187-543-001 $9.36 187-543-002 $9.36 187-543-003 $9.36 187-543-004 $9.36 187-544-003 $9.36 187-544-004 $9.36 187-551-001 $9.36 187-551-002 $9.36 187-551-003 $9.36 187-551-006 $9.36 187-551-007 $9.36 187-551-008 $9.36 187-552-001 $9.36 187-552-002 $9.36 188-190-006 $9.36 188-190-009 $9.36 188-190-010 $9.36 188-190-024 $9.36 188-190-030 $9.36 188-190-031 $9.36 Assessor's Parcel Number Assessment Amount 188-190-034 $9.36 188-200-001 $9.36 188-200-002 $9.36 188-200-004 $9.36 188-200-005 $9.36 188-200-006 $9.36 188-200-007 $9.36 188-200-008 $9.36 188-200-009 $9.36 188-200-010 $9.36 188-200-011 $9.36 188-200-012 $9.36 188-200-015 $9.36 188-200-017 $9.36 188-200-020 $9.36 188-200-022 $4.68 188-200-029 $9.36 188-200-030 $9.36 188-200-031 $9.36 188-200-032 $9.36 188-200-033 $9.36 188-200-036 $9.36 188-200-037 $9.36 188-200-038 $9.36 188-210-001 $9.36 188-210-003 $9.36 188-210-004 $9.36 188-210-006 $9.36 188-210-008 $9.36 188-210-009 $9.36 188-210-010 $9.36 188-210-019 $9.36 188-210-020 $9.36 188-210-021 $9.36 188-210-022 $9.36 188-210-023 $9.36 188-210-024 $9.36 188-210-025 $9.36 188-210-026 $9.36 188-210-027 $9.36 188-210-029 $9.36 188-210-030 $9.36 188-210-031 $4.68 188-210-032 $9.36 188-210-033 $9.36 188-210-035 $9.36 188-210-036 $9.36 188-210-037 $9.36 188-210-040 $9.36 188-210-045 $9.36 188-210-046 $9.36 188-210-047 $9.36 188-210-048 $4.68 188-232-002 $9.36 188-232-003 $9.36 188-232-004 $9.36 Assessor's Parcel Number Assessment Amount 188-232-005 $9.36 188-232-006 $9.36 188-232-011 $9.36 188-232-012 $9.36 188-232-013 $9.36 188-232-018 $9.36 188-232-019 $9.36 188-232-020 $9.36 188-232-022 $9.36 188-232-023 $9.36 188-232-027 $9.36 188-232-028 $9.36 188-232-029 $9.36 188-232-030 $9.36 188-232-035 $9.36 188-232-036 $9.36 188-232-037 $9.36 188-232-038 $9.36 188-232-042 $9.36 188-232-043 $9.36 188-232-044 $9.36 188-241-001 $9.36 188-241-007 $9.36 188-241-008 $9.36 188-241-009 $9.36 188-241-010 $9.36 188-241-011 $9.36 188-241-013 $9.36 188-241-014 $9.36 188-241-015 $9.36 188-241-017 $9.36 188-241-018 $9.36 188-241-019 $9.36 188-241-021 $9.36 188-241-022 $9.36 188-241-023 $9.36 188-241-025 $4.68 188-241-026 $9.36 188-241-027 $9.36 188-241-030 $9.36 188-241-031 $9.36 188-241-032 $9.36 188-241-033 $9.36 188-241-034 $9.36 188-251-001 $9.36 188-251-002 $9.36 188-251-003 $9.36 188-251-005 $9.36 188-251-006 $4.68 188-251-007 $9.36 188-251-008 $9.36 188-251-009 $9.36 188-251-010 $9.36 188-251-011 $9.36 188-251-012 $9.36 188-252-001 $9.36 Assessor's Parcel Number Assessment Amount 188-252-009 $9.36 188-252-010 $9.36 188-252-012 $9.36 188-252-013 $9.36 188-252-017 $9.36 188-252-020 $9.36 188-252-021 $9.36 188-252-023 $9.36 188-252-024 $9.36 188-252-025 $9.36 188-252-026 $9.36 188-252-027 $9.36 188-252-028 $9.36 188-261-001 $9.36 188-261-002 $9.36 188-261-003 $9.36 188-261-004 $9.36 188-261-005 $9.36 188-261-006 $9.36 188-261-007 $9.36 188-261-008 $9.36 188-261-009 $9.36 188-261-010 $9.36 188-261-011 $9.36 188-261-012 $9.36 188-262-001 $9.36 188-262-005 $9.36 188-262-006 $9.36 188-262-007 $9.36 188-262-010 $9.36 188-262-011 $9.36 188-262-017 $9.36 188-262-018 $9.36 188-262-019 $9.36 188-262-020 $9.36 188-262-021 $9.36 188-262-022 $9.36 188-270-003 $9.36 188-270-004 $9.36 188-270-005 $9.36 188-270-006 $9.36 188-270-007 $9.36 188-270-009 $9.36 188-270-010 $9.36 188-270-011 $9.36 188-270-012 $9.36 188-270-013 $9.36 188-270-014 $9.36 188-270-019 $9.36 188-270-020 $9.36 188-270-021 $9.36 188-270-022 $9.36 188-270-023 $9.36 188-270-024 $9.36 188-270-025 $9.36 188-270-026 $9.36 38 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 188-270-027 $9.36 188-270-028 $9.36 188-270-029 $9.36 188-270-030 $9.36 188-270-031 $9.36 188-270-032 $9.36 188-270-033 $9.36 188-270-035 $9.36 188-270-036 $9.36 188-270-037 $9.36 188-270-038 $9.36 188-270-039 $9.36 188-281-004 $9.36 188-281-006 $9.36 188-281-009 $9.36 188-281-011 $9.36 188-281-017 $9.36 188-281-020 $9.36 188-281-022 $9.36 188-281-023 $9.36 188-281-024 $9.36 188-281-025 $9.36 188-282-003 $9.36 188-282-007 $9.36 188-282-008 $9.36 188-282-011 $9.36 188-282-012 $9.36 188-282-013 $9.36 188-282-014 $9.36 188-282-015 $9.36 188-282-016 $9.36 188-283-001 $9.36 188-283-002 $9.36 188-283-003 $9.36 188-283-004 $9.36 188-283-005 $9.36 188-283-006 $9.36 188-283-007 $9.36 188-283-008 $9.36 188-283-009 $9.36 188-283-011 $9.36 188-283-012 $9.36 188-283-014 $9.36 188-291-007 $9.36 188-291-009 $9.36 188-291-017 $9.36 188-291-019 $9.36 188-291-020 $9.36 188-291-024 $4.68 188-291-025 $9.36 188-291-028 $9.36 188-291-035 $4.68 188-291-036 $9.36 188-292-003 $9.36 188-292-004 $9.36 188-292-008 $9.36 Assessor's Parcel Number Assessment Amount 188-292-010 $9.36 188-292-011 $9.36 188-292-013 $9.36 188-292-014 $9.36 188-292-015 $9.36 188-292-016 $9.36 188-292-020 $9.36 188-292-022 $9.36 188-292-023 $9.36 188-292-026 $9.36 188-292-027 $9.36 188-301-001 $9.36 188-301-002 $9.36 188-301-005 $9.36 188-301-006 $9.36 188-301-007 $9.36 188-301-008 $9.36 188-301-009 $9.36 188-302-001 $9.36 188-302-002 $9.36 188-302-003 $9.36 188-302-004 $9.36 188-302-005 $9.36 188-302-006 $9.36 188-302-007 $9.36 188-302-008 $9.36 188-302-009 $9.36 188-302-010 $9.36 188-302-011 $9.36 188-302-012 $9.36 188-302-018 $9.36 188-302-023 $9.36 188-302-024 $9.36 188-303-001 $9.36 188-303-005 $9.36 188-303-006 $9.36 188-303-008 $9.36 188-303-010 $9.36 188-303-011 $9.36 188-303-012 $9.36 188-303-013 $9.36 188-303-014 $9.36 188-303-015 $9.36 188-303-016 $9.36 188-303-017 $9.36 188-303-018 $9.36 188-311-002 $9.36 188-311-004 $9.36 188-311-006 $9.36 188-311-007 $9.36 188-311-008 $9.36 188-311-009 $9.36 188-311-010 $9.36 188-311-011 $9.36 188-312-003 $9.36 188-312-004 $9.36 Assessor's Parcel Number Assessment Amount 188-312-007 $9.36 188-312-009 $9.36 188-312-010 $9.36 188-320-007 $9.36 188-320-008 $9.36 188-320-010 $9.36 188-320-011 $9.36 188-320-012 $9.36 188-320-013 $9.36 188-320-014 $9.36 188-320-015 $9.36 188-320-016 $9.36 188-321-001 $9.36 188-321-002 $9.36 188-321-003 $9.36 188-321-004 $9.36 188-321-007 $9.36 188-321-008 $9.36 188-321-010 $9.36 188-321-011 $9.36 188-330-001 $9.36 188-330-005 $9.36 188-330-011 $9.36 188-330-013 $9.36 188-330-021 $9.36 188-330-022 $9.36 188-330-025 $9.36 188-330-026 $9.36 188-330-027 $9.36 188-330-034 $9.36 188-330-035 $9.36 188-330-036 $9.36 188-330-037 $4.68 188-340-011 $9.36 188-340-012 $9.36 188-340-014 $9.36 188-340-016 $9.36 188-340-019 $9.36 188-340-021 $4.68 188-340-022 $9.36 188-340-023 $9.36 188-340-024 $9.36 188-351-001 $9.36 188-351-002 $9.36 188-351-003 $9.36 188-351-004 $9.36 188-351-005 $9.36 188-351-006 $9.36 188-351-010 $9.36 188-351-011 $9.36 188-351-012 $9.36 188-351-013 $9.36 188-351-014 $9.36 188-351-015 $9.36 188-351-016 $9.36 188-351-019 $9.36 Assessor's Parcel Number Assessment Amount 188-351-020 $9.36 188-352-001 $9.36 188-352-002 $9.36 188-353-001 $9.36 188-353-002 $9.36 188-353-003 $9.36 188-354-001 $9.36 188-354-002 $9.36 188-354-005 $9.36 188-354-006 $9.36 188-354-007 $9.36 188-354-008 $9.36 188-354-009 $9.36 188-354-010 $9.36 188-354-011 $9.36 188-354-012 $9.36 188-360-002 $9.36 188-360-010 $9.36 188-360-013 $9.36 188-360-015 $9.36 188-360-016 $9.36 188-360-019 $9.36 188-360-020 $9.36 188-360-021 $9.36 188-360-022 $9.36 188-360-023 $9.36 188-360-026 $9.36 188-360-027 $9.36 188-360-028 $9.36 188-360-029 $9.36 188-370-006 $9.36 188-370-007 $9.36 188-370-008 $9.36 188-370-009 $9.36 188-370-010 $9.36 188-370-013 $9.36 188-370-014 $9.36 188-370-015 $9.36 188-370-016 $9.36 188-370-017 $9.36 188-370-018 $9.36 188-370-025 $9.36 188-370-026 $9.36 188-370-027 $9.36 188-370-032 $9.36 188-370-033 $9.36 188-370-035 $9.36 188-370-036 $9.36 188-370-037 $9.36 188-370-038 $9.36 188-381-009 $9.36 188-381-010 $9.36 188-381-011 $9.36 188-381-012 $9.36 188-381-015 $9.36 188-381-019 $9.36 39 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 188-381-020 $9.36 188-382-009 $9.36 188-382-010 $9.36 188-382-011 $9.36 188-382-012 $9.36 188-382-013 $9.36 188-382-014 $9.36 188-382-015 $9.36 188-382-017 $9.36 188-391-008 $9.36 188-391-009 $9.36 188-391-010 $9.36 188-391-013 $9.36 188-391-014 $9.36 188-391-015 $9.36 188-391-016 $9.36 188-392-009 $9.36 188-392-010 $4.68 188-392-011 $4.68 188-392-014 $9.36 188-392-015 $9.36 188-392-016 $9.36 188-392-018 $9.36 188-392-019 $9.36 188-401-003 $9.36 188-401-004 $9.36 188-401-005 $9.36 188-402-005 $9.36 188-402-006 $9.36 188-402-007 $9.36 188-402-008 $9.36 188-403-008 $9.36 188-403-009 $9.36 188-403-010 $9.36 188-403-011 $9.36 188-403-012 $9.36 188-403-013 $9.36 188-411-005 $9.36 188-411-012 $4.68 188-411-013 $9.36 188-411-014 $9.36 188-412-001 $9.36 188-412-002 $9.36 188-412-003 $9.36 188-412-004 $4.68 188-412-007 $9.36 188-412-008 $9.36 188-412-009 $9.36 188-412-010 $9.36 188-412-014 $9.36 188-412-015 $9.36 188-420-008 $9.36 188-420-012 $9.36 188-420-013 $9.36 188-420-014 $9.36 188-450-001 $9.36 Assessor's Parcel Number Assessment Amount 188-450-002 $9.36 188-450-003 $9.36 188-450-004 $9.36 188-450-005 $9.36 188-450-006 $9.36 188-450-007 $9.36 188-450-008 $9.36 188-450-009 $9.36 188-450-010 $9.36 188-450-011 $9.36 188-450-012 $9.36 188-450-013 $9.36 188-450-014 $9.36 188-450-015 $9.36 188-450-016 $9.36 188-450-017 $9.36 188-450-018 $9.36 188-450-019 $9.36 191-010-007 $9.36 191-010-008 $9.36 191-010-009 $9.36 191-010-010 $9.36 191-010-012 $9.36 191-010-013 $9.36 191-010-016 $9.36 191-010-017 $9.36 191-010-018 $9.36 191-010-019 $9.36 191-010-020 $9.36 191-010-021 $9.36 191-010-022 $9.36 191-010-023 $9.36 191-010-025 $9.36 191-010-026 $9.36 191-010-027 $4.68 191-020-001 $9.36 191-020-002 $9.36 191-020-004 $9.36 191-020-005 $9.36 191-020-006 $9.36 191-020-010 $9.36 191-020-015 $9.36 191-020-016 $9.36 191-020-017 $9.36 191-020-018 $9.36 191-020-019 $9.36 191-020-021 $9.36 191-020-022 $9.36 191-020-023 $9.36 191-020-025 $9.36 191-020-026 $9.36 191-020-027 $9.36 191-020-030 $9.36 191-020-036 $9.36 191-020-037 $9.36 191-020-038 $9.36 Assessor's Parcel Number Assessment Amount 191-020-039 $9.36 191-020-040 $9.36 191-020-041 $9.36 191-020-044 $9.36 191-020-045 $9.36 191-020-051 $9.36 191-020-053 $9.36 191-020-054 $9.36 191-020-055 $9.36 191-020-056 $9.36 191-020-057 $9.36 191-020-059 $9.36 191-020-060 $9.36 191-020-063 $9.36 191-030-002 $9.36 191-030-004 $9.36 191-030-008 $9.36 191-030-011 $9.36 191-030-012 $9.36 191-030-013 $9.36 191-030-014 $9.36 191-030-015 $9.36 191-030-017 $9.36 191-030-018 $9.36 191-030-019 $9.36 191-030-020 $9.36 191-030-022 $9.36 191-030-023 $9.36 191-030-024 $9.36 191-030-025 $9.36 191-030-026 $9.36 191-030-027 $9.36 191-030-028 $9.36 191-040-001 $9.36 191-040-003 $9.36 191-040-006 $9.36 191-040-009 $9.36 191-040-010 $9.36 191-040-011 $9.36 191-040-012 $9.36 191-040-014 $9.36 191-040-015 $9.36 191-040-016 $9.36 191-040-017 $9.36 191-040-018 $9.36 191-040-019 $9.36 191-040-021 $9.36 191-040-023 $4.68 191-040-024 $9.36 191-040-025 $9.36 191-040-028 $9.36 191-040-029 $9.36 191-040-030 $9.36 191-040-031 $9.36 191-040-032 $9.36 191-040-034 $9.36 Assessor's Parcel Number Assessment Amount 191-050-006 $9.36 191-050-008 $9.36 191-050-009 $9.36 191-050-011 $9.36 191-050-012 $9.36 191-050-015 $9.36 191-050-018 $9.36 191-050-021 $9.36 191-050-022 $9.36 191-050-023 $9.36 191-050-024 $9.36 191-050-026 $9.36 191-050-027 $4.68 191-050-030 $9.36 191-050-033 $9.36 191-050-035 $9.36 191-050-036 $9.36 191-050-041 $9.36 191-050-042 $9.36 191-050-043 $9.36 191-050-044 $9.36 191-050-045 $4.68 191-050-046 $9.36 191-050-047 $9.36 191-050-048 $9.36 191-050-051 $9.36 191-050-052 $9.36 191-050-053 $9.36 191-050-054 $9.36 191-050-055 $9.36 191-050-056 $9.36 191-061-001 $9.36 191-061-004 $9.36 191-061-005 $9.36 191-061-006 $9.36 191-061-007 $9.36 191-061-008 $9.36 191-061-009 $9.36 191-061-010 $9.36 191-062-001 $9.36 191-062-002 $9.36 191-062-003 $9.36 191-062-004 $9.36 191-062-007 $9.36 191-062-008 $9.36 191-062-009 $9.36 191-062-010 $9.36 191-062-011 $9.36 191-062-012 $9.36 191-062-013 $9.36 191-062-014 $9.36 191-062-015 $9.36 191-062-016 $9.36 191-062-017 $9.36 191-062-018 $9.36 191-062-019 $9.36 40 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 191-062-020 $9.36 191-062-022 $9.36 191-062-025 $9.36 191-062-026 $9.36 191-062-027 $9.36 191-062-028 $9.36 191-070-002 $9.36 191-070-006 $9.36 191-070-008 $9.36 191-070-009 $9.36 191-070-010 $9.36 191-070-011 $9.36 191-070-014 $9.36 191-070-015 $9.36 191-070-016 $9.36 191-070-017 $9.36 191-070-018 $9.36 191-070-019 $9.36 191-071-001 $9.36 191-071-002 $9.36 191-071-003 $9.36 191-071-004 $9.36 191-071-005 $9.36 191-071-006 $9.36 191-071-007 $9.36 191-071-008 $9.36 191-071-009 $9.36 191-080-001 $9.36 191-080-002 $9.36 191-080-003 $9.36 191-080-004 $9.36 191-080-005 $9.36 191-080-006 $9.36 191-080-007 $9.36 191-080-011 $9.36 191-080-012 $9.36 191-080-013 $9.36 191-080-015 $9.36 191-080-021 $9.36 191-080-024 $9.36 191-080-026 $9.36 191-080-027 $9.36 191-080-030 $9.36 191-080-031 $9.36 191-080-032 $9.36 191-080-033 $9.36 191-080-034 $9.36 191-080-035 $9.36 191-080-036 $9.36 191-080-037 $9.36 191-080-038 $9.36 191-080-039 $9.36 191-080-040 $9.36 191-080-041 $9.36 191-080-042 $9.36 191-080-046 $9.36 Assessor's Parcel Number Assessment Amount 191-080-047 $9.36 191-080-048 $9.36 191-080-049 $9.36 191-080-050 $9.36 191-080-051 $14.04 191-093-006 $9.36 191-093-007 $9.36 191-093-008 $9.36 191-093-009 $9.36 191-093-010 $9.36 191-093-013 $9.36 191-093-014 $9.36 191-093-015 $9.36 191-093-016 $9.36 191-093-017 $9.36 191-093-019 $9.36 191-093-020 $9.36 191-093-021 $9.36 191-093-022 $9.36 191-093-028 $9.36 191-093-030 $9.36 191-093-031 $9.36 191-093-032 $9.36 191-093-033 $9.36 191-093-036 $9.36 191-093-037 $9.36 191-093-043 $14.04 191-093-044 $9.36 191-093-045 $9.36 191-093-046 $9.36 191-093-049 $11.14 191-093-050 $4.68 191-094-001 $9.36 191-094-002 $9.36 191-094-003 $9.36 191-094-004 $9.36 191-094-005 $9.36 191-094-006 $9.36 191-094-007 $9.36 191-094-008 $9.36 191-094-009 $9.36 191-094-010 $9.36 191-094-011 $9.36 191-094-012 $9.36 191-095-003 $9.36 191-095-004 $9.36 191-095-005 $9.36 191-095-006 $9.36 191-095-007 $9.36 191-095-008 $9.36 191-095-009 $9.36 191-095-010 $9.36 191-095-011 $9.36 191-095-012 $9.36 191-100-001 $9.36 191-100-004 $9.36 Assessor's Parcel Number Assessment Amount 191-100-005 $9.36 191-110-002 $9.36 191-110-006 $9.36 191-110-008 $9.36 191-110-009 $9.36 191-110-010 $9.36 191-120-010 $9.36 191-120-012 $9.36 191-120-013 $9.36 191-120-015 $4.68 191-120-016 $9.36 191-120-017 $4.68 191-130-001 $9.36 191-130-002 $9.36 191-130-003 $9.36 191-130-005 $9.36 191-130-006 $4.68 191-150-001 $9.36 191-150-009 $9.36 191-150-010 $9.36 191-150-011 $9.36 191-161-001 $9.36 191-161-002 $9.36 191-161-003 $9.36 191-162-004 $9.36 191-162-005 $9.36 191-162-006 $9.36 191-170-001 $9.36 191-170-002 $9.36 191-170-003 $9.36 191-170-004 $9.36 191-170-005 $9.36 191-170-006 $9.36 191-170-007 $9.36 191-170-008 $9.36 191-170-009 $9.36 191-170-010 $9.36 191-170-011 $9.36 191-170-012 $9.36 191-170-013 $9.36 191-170-014 $9.36 191-170-015 $9.36 191-170-016 $9.36 191-170-017 $9.36 191-170-018 $9.36 191-170-019 $9.36 191-170-020 $9.36 191-170-021 $9.36 191-170-022 $9.36 191-180-001 $9.36 191-180-002 $9.36 191-180-003 $9.36 191-180-004 $9.36 191-180-005 $9.36 191-180-006 $9.36 191-180-007 $9.36 Assessor's Parcel Number Assessment Amount 191-180-008 $9.36 191-180-009 $9.36 191-180-010 $9.36 191-180-011 $9.36 191-180-012 $9.36 191-180-013 $9.36 191-180-014 $9.36 191-180-015 $9.36 191-180-016 $9.36 191-180-017 $9.36 191-190-001 $4.68 191-190-002 $4.68 191-190-003 $4.68 191-190-004 $4.68 191-190-005 $4.68 191-190-006 $4.68 191-190-007 $4.68 191-190-008 $4.68 191-190-009 $4.68 191-190-010 $4.68 191-190-011 $4.68 191-190-012 $4.68 191-190-013 $4.68 191-190-014 $4.68 191-190-015 $4.68 191-190-016 $4.68 191-190-017 $4.68 191-190-018 $4.68 191-190-019 $4.68 191-200-001 $4.68 191-200-002 $4.68 191-200-003 $4.68 191-200-004 $4.68 191-200-005 $4.68 191-200-006 $4.68 191-200-007 $4.68 191-200-008 $4.68 191-210-001 $4.68 191-210-002 $4.68 191-210-003 $4.68 191-210-004 $4.68 191-210-005 $4.68 191-210-006 $4.68 191-210-007 $4.68 191-210-008 $4.68 191-210-009 $4.68 191-210-010 $4.68 192-011-006 $9.36 192-011-009 $9.36 192-011-010 $9.36 192-011-011 $9.36 192-011-012 $9.36 192-011-013 $9.36 192-011-014 $9.36 192-011-015 $9.36 192-011-020 $9.36 41 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 192-011-027 $9.36 192-011-032 $9.36 192-011-041 $9.36 192-011-043 $9.36 192-011-046 $9.36 192-011-047 $9.36 192-011-048 $9.36 192-011-049 $9.36 192-011-050 $9.36 192-011-051 $9.36 192-011-052 $9.36 192-011-053 $9.36 192-011-054 $9.36 192-011-057 $9.36 192-012-001 $9.36 192-012-002 $9.36 192-012-003 $9.36 192-012-004 $9.36 192-012-005 $9.36 192-012-006 $9.36 192-012-007 $9.36 192-012-008 $9.36 192-020-001 $9.36 192-020-002 $9.36 192-020-003 $9.36 192-020-004 $9.36 192-020-005 $9.36 192-020-007 $9.36 192-020-008 $9.36 192-020-009 $9.36 192-020-010 $9.36 192-020-011 $9.36 192-020-012 $9.36 192-020-013 $9.36 192-020-014 $9.36 192-020-015 $9.36 192-020-016 $9.36 192-020-017 $9.36 192-020-018 $9.36 192-020-019 $9.36 192-020-021 $9.36 192-020-022 $9.36 192-020-027 $9.36 192-020-028 $9.36 192-020-029 $9.36 192-020-030 $9.36 192-020-031 $9.36 192-020-032 $9.36 192-020-033 $9.36 192-020-034 $9.36 192-020-035 $9.36 192-020-036 $9.36 192-020-037 $9.36 192-020-039 $9.36 192-020-041 $9.36 192-020-045 $9.36 Assessor's Parcel Number Assessment Amount 192-020-046 $9.36 192-020-047 $9.36 192-020-048 $9.36 192-020-049 $9.36 192-020-050 $9.36 192-020-051 $9.36 192-020-052 $9.36 192-020-053 $9.36 192-020-054 $9.36 192-020-055 $9.36 192-030-002 $9.36 192-030-003 $9.36 192-030-004 $9.36 192-030-005 $9.36 192-030-006 $9.36 192-030-007 $9.36 192-030-011 $9.36 192-030-012 $9.36 192-030-013 $9.36 192-030-014 $9.36 192-030-015 $9.36 192-030-016 $9.36 192-030-017 $9.36 192-030-018 $9.36 192-030-020 $9.36 192-030-021 $9.36 192-030-022 $9.36 192-030-023 $9.36 192-030-024 $9.36 192-030-025 $9.36 192-030-026 $9.36 192-030-030 $9.36 192-030-033 $9.36 192-030-036 $9.36 192-030-037 $9.36 192-030-040 $9.36 192-030-041 $9.36 192-030-042 $9.36 192-030-043 $9.36 192-030-044 $9.36 192-030-045 $9.36 192-030-048 $9.36 192-030-049 $9.36 192-030-050 $9.36 192-030-051 $9.36 192-030-054 $9.36 192-030-055 $9.36 192-030-056 $9.36 192-041-001 $9.36 192-041-002 $9.36 192-041-004 $9.36 192-041-005 $9.36 192-041-007 $9.36 192-041-008 $9.36 192-041-009 $9.36 192-041-010 $9.36 Assessor's Parcel Number Assessment Amount 192-041-011 $9.36 192-041-012 $9.36 192-041-013 $9.36 192-041-014 $9.36 192-041-015 $9.36 192-041-016 $9.36 192-041-017 $9.36 192-041-018 $9.36 192-041-019 $9.36 192-041-020 $9.36 192-041-021 $9.36 192-041-022 $9.36 192-041-023 $9.36 192-042-001 $9.36 192-042-002 $9.36 192-042-003 $9.36 192-042-004 $9.36 192-042-005 $9.36 192-042-006 $9.36 192-042-007 $9.36 192-042-008 $9.36 192-042-009 $9.36 192-042-010 $9.36 192-050-001 $9.36 192-050-002 $9.36 192-050-003 $9.36 192-050-004 $9.36 192-050-005 $9.36 192-050-006 $9.36 192-050-007 $9.36 192-050-008 $9.36 192-050-009 $9.36 192-050-012 $9.36 192-050-013 $9.36 192-050-014 $9.36 192-050-016 $9.36 192-050-017 $9.36 192-050-018 $9.36 192-050-020 $9.36 192-050-021 $9.36 192-050-022 $9.36 192-050-023 $9.36 192-050-024 $9.36 192-050-025 $9.36 192-050-026 $9.36 192-050-027 $9.36 192-060-001 $9.36 192-060-002 $9.36 192-060-004 $9.36 192-060-005 $9.36 192-060-009 $9.36 192-060-011 $9.36 192-060-014 $9.36 192-060-016 $9.36 192-060-017 $9.36 192-060-022 $9.36 Assessor's Parcel Number Assessment Amount 192-060-023 $9.36 192-060-026 $9.36 192-060-027 $9.36 192-060-033 $9.36 192-071-005 $9.36 192-071-006 $9.36 192-071-007 $9.36 192-071-008 $9.36 192-071-015 $9.36 192-071-016 $9.36 192-071-017 $9.36 192-071-018 $9.36 192-071-019 $9.36 192-071-020 $9.36 192-071-021 $9.36 192-071-022 $9.36 192-071-024 $9.36 192-071-025 $9.36 192-071-030 $9.36 192-071-036 $9.36 192-071-046 $9.36 192-071-047 $9.36 192-071-048 $9.36 192-071-049 $9.36 192-071-050 $9.36 192-071-051 $9.36 192-071-052 $9.36 192-071-053 $9.36 192-071-054 $9.36 192-071-055 $9.36 192-071-056 $9.36 192-071-057 $9.36 192-071-058 $9.36 192-071-059 $9.36 192-071-060 $9.36 192-071-061 $9.36 192-071-062 $9.64 192-071-064 $19.84 192-071-066 $9.36 192-071-067 $9.36 192-072-003 $9.36 192-072-008 $9.36 192-072-009 $9.36 192-072-011 $9.36 192-072-013 $9.36 192-072-015 $9.36 192-072-020 $9.36 192-072-021 $9.36 192-081-003 $9.36 192-081-004 $28.08 192-082-001 $9.36 192-082-002 $9.36 192-082-003 $9.36 192-082-005 $4.68 192-090-003 $9.36 192-090-004 $9.36 42 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 192-090-005 $9.36 192-090-006 $9.36 192-090-007 $9.36 192-090-008 $9.36 192-090-009 $9.36 192-090-010 $9.36 192-090-011 $9.36 192-090-012 $9.36 192-090-013 $9.36 192-090-014 $9.36 192-090-015 $9.36 192-090-016 $9.36 192-090-017 $9.36 192-090-018 $9.36 192-090-019 $9.36 192-110-004 $9.36 192-110-006 $9.36 192-110-007 $9.36 192-110-009 $9.36 192-110-010 $9.36 192-110-011 $9.36 192-110-014 $9.36 192-110-018 $9.36 192-110-019 $9.36 192-110-020 $9.36 192-110-021 $9.36 192-110-022 $9.36 192-110-023 $9.36 192-110-024 $16.38 192-120-001 $9.36 192-120-002 $9.36 192-120-003 $9.36 192-120-012 $9.36 192-120-013 $9.36 192-120-014 $9.36 192-120-018 $9.36 192-120-026 $9.36 192-120-027 $9.36 192-120-028 $9.36 192-120-030 $9.36 192-120-031 $9.36 192-120-034 $9.36 192-120-035 $9.36 192-120-036 $9.36 192-120-037 $9.36 192-120-039 $9.36 192-120-040 $9.36 192-120-041 $9.36 192-120-042 $9.36 192-120-043 $9.36 192-120-044 $9.36 192-120-045 $9.36 192-120-046 $9.36 192-120-047 $9.36 192-131-001 $9.36 192-132-001 $9.36 Assessor's Parcel Number Assessment Amount 192-132-002 $9.36 192-133-002 $9.36 192-133-003 $9.36 192-133-004 $9.36 192-134-001 $9.36 192-134-002 $9.36 192-134-003 $9.36 192-134-004 $9.36 192-134-005 $9.36 192-134-006 $9.36 192-134-007 $9.36 192-134-009 $9.36 192-134-012 $9.36 192-134-013 $9.36 192-134-014 $9.36 192-134-015 $9.36 192-134-016 $9.36 192-134-017 $9.36 192-134-020 $9.36 192-134-022 $9.36 192-134-026 $9.36 192-134-027 $9.36 192-134-030 $9.36 192-134-031 $9.36 192-134-032 $9.36 192-134-033 $9.36 192-134-034 $9.36 192-134-035 $9.36 192-134-036 $9.36 192-134-037 $9.36 192-141-001 $9.36 192-141-002 $9.36 192-141-003 $9.36 192-141-004 $9.36 192-141-005 $9.36 192-141-009 $9.36 192-142-008 $9.36 192-142-009 $9.36 192-142-010 $9.36 192-142-011 $9.36 192-142-012 $9.36 192-142-013 $9.36 192-142-014 $9.36 192-142-015 $9.36 192-142-016 $9.36 192-142-017 $9.36 192-142-023 $9.36 192-142-027 $9.36 192-142-028 $9.36 192-142-029 $9.36 192-142-030 $9.36 192-142-031 $9.36 192-142-032 $9.36 192-142-035 $9.36 192-142-036 $9.36 192-142-037 $9.36 Assessor's Parcel Number Assessment Amount 192-142-038 $9.36 192-150-009 $9.36 192-150-010 $9.36 192-150-011 $9.36 192-150-013 $9.36 192-150-014 $9.36 192-150-015 $9.36 192-150-016 $9.36 192-150-029 $9.36 192-150-031 $9.36 192-150-033 $9.36 192-161-001 $9.36 192-161-002 $9.36 192-161-003 $9.36 192-161-004 $9.36 192-161-005 $9.36 192-161-006 $9.36 192-161-007 $9.36 192-162-001 $9.36 192-162-002 $9.36 192-162-003 $9.36 192-162-004 $9.36 192-162-005 $9.36 192-162-006 $9.36 192-162-007 $9.36 192-162-008 $9.36 192-162-009 $9.36 192-162-010 $9.36 192-162-011 $9.36 192-162-012 $9.36 192-163-001 $9.36 192-163-002 $9.36 192-163-003 $9.36 192-163-004 $9.36 192-164-001 $9.36 192-164-002 $9.36 192-164-003 $9.36 192-164-004 $9.36 192-164-005 $9.36 192-164-006 $9.36 192-164-007 $9.36 192-164-008 $9.36 192-164-009 $9.36 192-164-010 $9.36 192-164-011 $9.36 192-170-044 $9.36 192-170-045 $9.36 192-170-046 $9.36 192-170-047 $9.36 192-170-053 $9.36 192-170-054 $9.36 192-170-055 $9.36 192-170-057 $9.36 192-170-058 $9.36 192-181-001 $9.36 192-181-002 $9.36 Assessor's Parcel Number Assessment Amount 192-181-003 $9.36 192-181-004 $9.36 192-181-005 $9.36 192-181-006 $9.36 192-181-007 $9.36 192-182-001 $9.36 192-182-002 $9.36 192-182-003 $9.36 192-182-004 $9.36 192-182-005 $9.36 192-182-006 $9.36 192-191-001 $9.36 192-191-002 $9.36 192-191-003 $9.36 192-191-004 $9.36 192-191-005 $9.36 192-192-001 $9.36 192-192-002 $9.36 192-192-003 $9.36 192-192-004 $9.36 192-192-005 $9.36 192-192-006 $9.36 192-192-007 $9.36 192-192-008 $9.36 192-192-009 $9.36 192-192-010 $9.36 192-192-011 $9.36 192-192-012 $9.36 192-192-013 $9.36 192-192-014 $9.36 192-200-006 $4.68 192-200-007 $9.36 192-200-008 $9.36 192-200-009 $9.36 192-200-010 $9.36 192-200-013 $9.36 192-200-022 $9.36 192-200-027 $9.36 192-200-028 $9.36 192-200-036 $9.36 192-200-037 $4.68 192-200-038 $9.36 192-200-039 $9.36 192-200-040 $9.36 192-200-041 $9.36 192-200-042 $9.36 192-200-043 $9.36 192-200-044 $9.36 192-200-047 $9.36 192-200-049 $9.36 192-200-052 $4.68 192-200-054 $9.36 192-200-055 $9.36 192-210-002 $9.36 192-210-006 $9.36 192-210-007 $9.36 43 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 192-210-011 $9.36 192-210-013 $9.36 192-210-014 $9.36 192-210-016 $9.36 192-210-019 $9.36 192-210-020 $9.36 192-210-021 $9.36 192-210-022 $9.36 192-210-023 $9.36 192-210-024 $9.36 192-210-025 $9.36 192-210-027 $9.36 192-210-028 $9.36 192-210-029 $9.36 192-210-030 $9.36 192-210-031 $9.36 192-220-009 $9.36 192-220-012 $9.36 192-220-013 $9.36 192-220-014 $9.36 192-220-015 $9.36 192-220-016 $9.36 192-220-017 $9.36 192-220-018 $9.36 192-220-019 $9.36 192-220-020 $9.36 192-220-021 $9.36 192-220-022 $9.36 192-220-023 $9.36 192-220-024 $9.36 192-230-003 $9.36 192-230-008 $9.36 192-230-009 $9.36 192-230-013 $9.36 192-230-014 $4.68 192-230-015 $9.36 192-230-016 $9.36 192-230-019 $9.36 192-230-020 $9.36 192-230-023 $9.36 192-230-024 $9.36 192-230-026 $9.36 192-230-027 $9.36 192-230-028 $9.36 192-230-029 $9.36 192-230-030 $9.36 192-230-031 $9.36 192-230-032 $9.36 192-230-033 $9.36 192-230-034 $9.36 192-230-035 $9.36 192-240-005 $9.36 192-240-011 $9.36 192-240-014 $9.36 192-240-015 $9.36 192-240-016 $9.36 Assessor's Parcel Number Assessment Amount 192-240-018 $9.36 192-240-019 $9.36 192-240-020 $9.36 192-240-021 $9.36 192-240-022 $9.36 192-240-023 $9.36 192-240-024 $9.36 192-240-025 $4.68 192-250-002 $9.36 192-260-008 $9.36 192-260-010 $9.36 192-260-011 $9.36 192-260-014 $4.68 192-260-019 $9.36 192-260-020 $4.68 192-260-021 $9.36 192-260-022 $4.68 192-260-023 $9.36 192-260-024 $9.36 192-271-003 $9.36 192-271-013 $9.36 192-271-014 $9.36 192-271-016 $9.36 192-271-018 $9.36 192-271-019 $9.36 192-271-021 $9.36 192-271-022 $9.36 192-271-023 $9.36 192-271-024 $9.36 192-272-011 $9.36 192-272-012 $9.36 192-272-013 $9.36 192-272-014 $9.36 192-280-003 $9.36 192-280-008 $9.36 192-280-009 $9.36 192-280-010 $9.36 192-280-012 $9.36 192-280-013 $9.36 192-280-015 $9.36 192-280-016 $9.36 192-280-017 $9.36 192-280-018 $9.36 192-290-004 $9.36 192-290-010 $9.36 192-290-011 $9.36 192-290-012 $9.36 192-290-013 $9.36 192-290-014 $9.36 192-290-015 $9.36 192-290-016 $9.36 192-290-017 $9.36 192-290-018 $9.36 192-290-019 $9.36 192-290-020 $9.36 192-290-021 $9.36 Assessor's Parcel Number Assessment Amount 192-290-022 $9.36 192-290-023 $9.36 192-290-024 $9.36 192-300-001 $9.36 192-300-005 $9.36 192-300-006 $9.36 192-300-007 $9.36 192-300-008 $9.36 192-300-013 $9.36 192-300-014 $9.36 192-300-015 $9.36 192-300-016 $9.36 192-300-017 $9.36 192-300-018 $9.36 192-300-019 $9.36 192-300-020 $9.36 192-300-021 $9.36 192-300-022 $9.36 192-300-023 $9.36 192-300-024 $9.36 192-300-025 $9.36 192-300-026 $9.36 192-300-027 $9.36 192-310-001 $9.36 192-310-002 $9.36 192-310-005 $9.36 192-310-007 $9.36 192-310-009 $9.36 192-310-011 $9.36 192-310-012 $9.36 192-310-015 $9.36 192-310-016 $9.36 192-310-017 $9.36 192-310-020 $9.36 192-310-021 $9.36 192-310-022 $9.36 192-310-023 $9.36 192-310-024 $9.36 192-310-025 $9.36 192-320-002 $9.36 192-320-003 $9.36 192-320-005 $9.36 192-320-006 $9.36 192-320-007 $9.36 192-320-010 $9.36 192-320-011 $9.36 192-320-012 $9.36 192-320-013 $9.36 192-320-014 $9.36 192-331-001 $9.36 192-331-002 $9.36 192-331-003 $9.36 192-331-004 $9.36 192-331-005 $9.36 192-331-006 $9.36 192-331-007 $9.36 Assessor's Parcel Number Assessment Amount 192-331-008 $9.36 192-331-009 $9.36 192-332-001 $9.36 192-332-002 $9.36 192-332-003 $9.36 192-332-006 $9.36 192-332-007 $9.36 192-332-008 $9.36 192-333-001 $9.36 192-333-002 $9.36 192-333-003 $9.36 192-333-004 $9.36 192-333-005 $9.36 192-340-001 $9.36 192-340-002 $9.36 192-340-003 $9.36 192-340-004 $9.36 192-340-005 $9.36 192-340-006 $9.36 192-340-007 $9.36 192-340-008 $9.36 192-340-009 $9.36 192-340-010 $9.36 192-340-011 $9.36 192-340-012 $9.36 192-340-013 $9.36 192-340-014 $9.36 192-340-015 $9.36 192-340-016 $9.36 192-340-017 $9.36 192-340-018 $9.36 192-350-001 $9.36 192-350-002 $9.36 192-350-003 $9.36 192-350-004 $9.36 192-360-001 $9.36 192-360-002 $9.36 192-360-003 $9.36 192-360-004 $4.68 192-360-005 $9.36 192-360-006 $9.36 192-360-007 $9.36 192-360-008 $9.36 192-360-009 $9.36 192-360-010 $9.36 192-370-001 $9.36 192-370-002 $9.36 192-370-003 $9.36 192-370-004 $9.36 193-010-005 $9.36 193-010-013 $9.36 193-010-014 $9.36 193-010-023 $9.36 193-010-024 $4.68 193-010-025 $9.36 193-010-026 $9.36 44 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-010-027 $4.68 193-010-028 $9.36 193-010-029 $4.68 193-010-030 $4.68 193-010-031 $9.36 193-010-032 $4.68 193-010-033 $4.68 193-010-034 $9.36 193-010-035 $9.36 193-010-036 $9.36 193-010-037 $9.36 193-010-038 $9.36 193-010-039 $9.36 193-020-002 $9.36 193-020-009 $9.36 193-020-010 $9.36 193-020-011 $9.36 193-020-012 $9.36 193-020-014 $9.36 193-020-015 $9.36 193-030-004 $9.36 193-030-005 $9.36 193-030-006 $9.36 193-030-010 $9.36 193-030-016 $9.36 193-030-017 $9.36 193-030-018 $9.36 193-030-019 $9.36 193-030-020 $4.68 193-030-021 $4.68 193-030-022 $9.36 193-030-026 $9.36 193-030-028 $9.36 193-050-003 $9.36 193-050-004 $9.36 193-050-005 $9.36 193-050-008 $9.36 193-050-009 $9.36 193-050-010 $9.36 193-050-011 $9.36 193-050-018 $9.36 193-050-019 $9.36 193-050-020 $9.36 193-050-022 $9.36 193-050-023 $9.36 193-050-024 $9.36 193-050-025 $9.36 193-050-026 $9.36 193-050-027 $9.36 193-050-028 $9.36 193-050-029 $9.36 193-050-030 $9.36 193-060-003 $9.36 193-060-008 $9.36 193-060-010 $9.36 193-060-011 $9.36 Assessor's Parcel Number Assessment Amount 193-060-012 $9.36 193-060-014 $9.36 193-060-015 $9.36 193-060-016 $9.36 193-060-018 $9.36 193-060-019 $9.36 193-060-020 $9.36 193-060-022 $9.36 193-060-025 $9.36 193-060-026 $9.36 193-060-027 $4.68 193-060-028 $9.36 193-060-029 $9.36 193-060-030 $9.36 193-060-031 $9.36 193-060-032 $9.36 193-070-022 $9.36 193-070-028 $9.36 193-070-029 $9.36 193-070-030 $9.36 193-070-031 $9.36 193-070-032 $9.36 193-070-033 $9.36 193-070-034 $9.36 193-070-035 $9.36 193-070-036 $9.36 193-070-037 $9.36 193-070-038 $9.36 193-070-039 $9.36 193-070-040 $9.36 193-070-041 $9.36 193-070-042 $9.36 193-070-043 $9.36 193-070-044 $9.36 193-070-045 $9.36 193-080-002 $9.36 193-080-013 $9.36 193-080-015 $4.68 193-080-016 $9.36 193-080-025 $9.36 193-080-026 $9.36 193-080-027 $9.36 193-080-030 $9.36 193-080-032 $9.36 193-080-037 $9.36 193-080-042 $9.36 193-080-043 $9.36 193-080-044 $9.36 193-080-045 $9.36 193-080-046 $9.36 193-080-051 $9.36 193-080-056 $9.36 193-080-057 $9.36 193-080-058 $9.36 193-080-059 $9.36 193-080-060 $9.36 Assessor's Parcel Number Assessment Amount 193-080-061 $9.36 193-080-063 $9.36 193-080-064 $9.36 193-080-065 $9.36 193-080-066 $9.36 193-080-072 $9.36 193-080-073 $9.36 193-080-074 $9.36 193-080-075 $9.36 193-080-091 $9.36 193-080-094 $9.36 193-080-095 $4.68 193-080-098 $9.36 193-080-105 $9.36 193-080-106 $9.36 193-080-107 $4.68 193-080-110 $9.36 193-080-113 $9.36 193-080-116 $9.36 193-080-117 $9.36 193-080-118 $9.36 193-080-120 $9.36 193-080-121 $4.68 193-080-122 $9.36 193-080-123 $9.36 193-080-124 $9.36 193-080-125 $4.68 193-090-003 $9.36 193-090-004 $9.36 193-090-008 $9.36 193-090-009 $9.36 193-090-010 $9.36 193-090-015 $9.36 193-090-016 $9.36 193-090-018 $9.36 193-090-019 $9.36 193-090-020 $9.36 193-090-021 $9.36 193-090-022 $9.36 193-090-023 $9.36 193-090-024 $9.36 193-090-025 $9.36 193-090-026 $9.36 193-090-027 $9.36 193-090-028 $9.36 193-090-029 $9.36 193-090-030 $9.36 193-090-031 $9.36 193-100-001 $9.36 193-100-002 $9.36 193-100-003 $9.36 193-100-004 $9.36 193-100-008 $9.36 193-100-009 $9.36 193-100-014 $9.36 193-100-015 $9.36 Assessor's Parcel Number Assessment Amount 193-100-016 $9.36 193-100-017 $9.36 193-100-018 $9.36 193-111-001 $9.36 193-111-002 $9.36 193-111-003 $9.36 193-111-004 $9.36 193-111-005 $9.36 193-111-006 $9.36 193-111-007 $9.36 193-111-011 $9.36 193-111-012 $9.36 193-111-013 $9.36 193-111-014 $9.36 193-111-016 $9.36 193-111-017 $9.36 193-111-018 $9.36 193-111-020 $9.36 193-111-021 $9.36 193-112-001 $9.36 193-112-004 $9.36 193-112-005 $9.36 193-112-006 $9.36 193-112-007 $9.36 193-112-008 $9.36 193-112-009 $9.36 193-112-010 $9.36 193-112-011 $9.36 193-112-012 $9.36 193-112-013 $9.36 193-112-014 $9.36 193-112-015 $9.36 193-114-001 $9.36 193-114-002 $9.36 193-130-001 $9.36 193-130-008 $9.36 193-130-009 $9.36 193-130-010 $9.36 193-130-011 $9.36 193-130-012 $9.36 193-130-013 $9.36 193-130-014 $9.36 193-130-015 $9.36 193-130-016 $9.36 193-130-017 $9.36 193-130-018 $9.36 193-130-019 $9.36 193-130-020 $9.36 193-130-021 $9.36 193-130-022 $9.36 193-130-028 $9.36 193-130-029 $9.36 193-130-031 $9.36 193-130-032 $9.36 193-140-010 $9.36 193-140-011 $9.36 45 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-140-012 $9.36 193-140-013 $9.36 193-140-014 $9.36 193-140-015 $9.36 193-140-016 $9.36 193-140-017 $9.36 193-140-018 $9.36 193-140-019 $9.36 193-140-021 $9.36 193-140-022 $9.36 193-140-023 $9.36 193-140-024 $9.36 193-140-025 $9.36 193-140-027 $9.36 193-140-028 $9.36 193-141-001 $9.36 193-141-002 $9.36 193-141-003 $9.36 193-160-018 $14.04 193-160-020 $14.04 193-170-063 $14.04 193-170-064 $7.02 193-180-024 $9.36 193-180-026 $9.36 193-180-027 $9.36 193-180-030 $9.36 193-180-032 $9.36 193-180-033 $9.36 193-180-034 $9.36 193-180-035 $9.36 193-180-036 $9.36 193-190-031 $9.36 193-190-032 $9.36 193-210-017 $9.36 193-210-018 $9.36 193-210-019 $9.36 193-210-020 $9.36 193-210-021 $9.36 193-210-022 $9.36 193-210-023 $9.36 193-210-024 $9.36 193-210-025 $9.36 193-210-029 $4.68 193-210-030 $4.68 193-210-031 $4.68 193-210-032 $4.68 193-221-004 $9.36 193-221-005 $9.36 193-221-006 $9.36 193-221-007 $9.36 193-221-008 $9.36 193-221-009 $9.36 193-221-010 $9.36 193-222-001 $9.36 193-222-002 $9.36 193-222-003 $9.36 Assessor's Parcel Number Assessment Amount 193-222-004 $9.36 193-222-005 $9.36 193-222-006 $9.36 193-222-007 $9.36 193-222-011 $9.36 193-222-012 $9.36 193-222-013 $9.36 193-222-014 $9.36 193-222-015 $9.36 193-222-016 $9.36 193-222-017 $9.36 193-222-018 $9.36 193-223-004 $4.68 193-223-005 $9.36 193-223-006 $9.36 193-223-007 $9.36 193-231-001 $9.36 193-231-002 $9.36 193-231-003 $9.36 193-232-001 $9.36 193-232-002 $9.36 193-232-003 $9.36 193-232-004 $9.36 193-232-005 $9.36 193-232-006 $9.36 193-232-007 $9.36 193-232-008 $9.36 193-232-009 $9.36 193-232-010 $9.36 193-234-001 $9.36 193-234-002 $9.36 193-234-003 $9.36 193-234-004 $9.36 193-234-005 $9.36 193-234-006 $9.36 193-234-007 $9.36 193-234-008 $9.36 193-234-009 $9.36 193-241-006 $9.36 193-241-007 $7.58 193-242-001 $9.36 193-242-002 $9.36 193-242-003 $9.36 193-242-004 $9.36 193-251-001 $9.36 193-251-002 $9.36 193-251-003 $9.36 193-251-004 $9.36 193-251-005 $9.36 193-251-009 $9.36 193-251-011 $9.36 193-251-012 $9.36 193-252-001 $9.36 193-252-002 $9.36 193-252-003 $9.36 193-252-004 $9.36 Assessor's Parcel Number Assessment Amount 193-252-008 $9.36 193-252-009 $9.36 193-252-010 $9.36 193-252-011 $9.36 193-252-012 $9.36 193-252-021 $9.36 193-252-023 $9.36 193-252-024 $9.36 193-252-026 $9.36 193-252-028 $9.36 193-252-029 $9.36 193-252-030 $4.68 193-252-031 $9.36 193-252-032 $4.68 193-252-033 $9.36 193-261-001 $9.36 193-261-002 $9.36 193-261-003 $9.36 193-261-005 $9.36 193-261-006 $9.36 193-261-007 $9.36 193-261-008 $9.36 193-261-009 $9.36 193-261-010 $9.36 193-261-011 $9.36 193-262-001 $9.36 193-262-002 $9.36 193-262-003 $9.36 193-262-004 $9.36 193-262-005 $9.36 193-262-006 $9.36 193-262-008 $14.04 193-262-022 $4.68 193-262-026 $9.36 193-262-027 $9.36 193-262-029 $9.36 193-271-001 $9.36 193-271-002 $9.36 193-271-003 $9.36 193-271-004 $9.36 193-271-005 $9.36 193-271-006 $9.36 193-271-007 $9.36 193-271-008 $9.36 193-272-001 $9.36 193-272-002 $9.36 193-272-003 $9.36 193-272-004 $9.36 193-272-005 $9.36 193-272-006 $9.36 193-272-007 $9.36 193-272-008 $9.36 193-272-009 $9.36 193-272-010 $9.36 193-272-011 $9.36 193-272-012 $9.36 Assessor's Parcel Number Assessment Amount 193-273-001 $9.36 193-273-002 $9.36 193-273-003 $9.36 193-273-004 $9.36 193-273-005 $9.36 193-273-006 $9.36 193-273-007 $9.36 193-273-008 $9.36 193-273-009 $9.36 193-273-010 $9.36 193-273-011 $9.36 193-273-012 $9.36 193-273-015 $9.36 193-273-016 $9.36 193-281-001 $9.36 193-281-002 $9.36 193-281-003 $9.36 193-281-004 $9.36 193-281-005 $9.36 193-281-006 $9.36 193-281-007 $9.36 193-281-008 $9.36 193-281-009 $9.36 193-281-010 $9.36 193-282-001 $9.36 193-282-002 $9.36 193-282-003 $9.36 193-282-004 $9.36 193-282-005 $9.36 193-282-006 $9.36 193-282-011 $9.36 193-282-012 $9.36 193-282-014 $9.36 193-282-017 $9.36 193-282-018 $9.36 193-282-019 $9.36 193-283-001 $9.36 193-283-002 $9.36 193-283-003 $9.36 193-283-004 $9.36 193-283-005 $9.36 193-283-006 $9.36 193-283-007 $9.36 193-283-008 $9.36 193-283-009 $9.36 193-283-010 $9.36 193-284-001 $9.36 193-284-002 $9.36 193-284-003 $9.36 193-284-004 $9.36 193-284-005 $9.36 193-284-006 $9.36 193-285-001 $9.36 193-285-002 $9.36 193-285-003 $9.36 193-291-002 $9.36 46 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-291-003 $9.36 193-291-004 $4.68 193-292-002 $9.36 193-292-003 $9.36 193-292-004 $9.36 193-292-005 $9.36 193-292-006 $9.36 193-293-001 $9.36 193-293-002 $9.36 193-293-003 $9.36 193-293-004 $9.36 193-293-005 $9.36 193-293-006 $9.36 193-293-007 $9.36 193-301-002 $9.36 193-301-003 $9.36 193-301-005 $9.36 193-301-006 $9.36 193-301-008 $9.36 193-302-003 $9.36 193-302-004 $9.36 193-302-005 $9.36 193-302-007 $9.36 193-302-008 $9.36 193-302-010 $9.36 193-302-011 $9.36 193-302-012 $9.36 193-302-015 $9.36 193-302-016 $9.36 193-302-018 $9.36 193-302-019 $9.36 193-302-020 $9.36 193-302-026 $9.36 193-302-027 $9.36 193-302-028 $9.36 193-302-029 $9.36 193-302-032 $9.36 193-302-033 $9.36 193-310-001 $9.36 193-310-002 $9.36 193-310-003 $9.36 193-310-004 $9.36 193-310-005 $9.36 193-310-006 $9.36 193-310-007 $9.36 193-310-008 $9.36 193-310-009 $9.36 193-310-010 $9.36 193-310-011 $9.36 193-310-012 $9.36 193-310-013 $9.36 193-310-014 $9.36 193-310-017 $9.36 193-310-018 $9.36 193-310-019 $9.36 193-310-020 $9.36 Assessor's Parcel Number Assessment Amount 193-310-021 $9.36 193-310-022 $9.36 193-310-028 $9.36 193-310-029 $9.36 193-310-030 $9.36 193-310-031 $9.36 193-310-034 $9.36 193-310-035 $9.36 193-310-036 $9.36 193-310-038 $9.36 193-310-039 $9.36 193-320-003 $9.36 193-320-004 $9.36 193-320-007 $9.36 193-320-008 $9.36 193-320-009 $9.36 193-320-010 $9.36 193-320-011 $9.36 193-320-012 $9.36 193-320-014 $9.36 193-320-015 $9.36 193-320-016 $9.36 193-331-001 $9.36 193-331-002 $9.36 193-331-003 $9.36 193-331-004 $9.36 193-331-005 $9.36 193-331-006 $9.36 193-331-007 $9.36 193-331-008 $9.36 193-331-010 $9.36 193-332-001 $9.36 193-332-002 $9.36 193-332-003 $9.36 193-333-001 $9.36 193-333-002 $9.36 193-334-001 $9.36 193-334-002 $9.36 193-334-003 $9.36 193-335-001 $9.36 193-335-002 $9.36 193-335-005 $9.36 193-335-006 $9.36 193-335-007 $9.36 193-335-008 $9.36 193-340-001 $9.36 193-340-002 $9.36 193-340-003 $9.36 193-340-004 $9.36 193-340-005 $9.36 193-340-006 $9.36 193-340-007 $9.36 193-340-009 $9.36 193-340-010 $9.36 193-340-011 $9.36 193-340-012 $9.36 Assessor's Parcel Number Assessment Amount 193-340-013 $9.36 193-340-014 $9.36 193-340-015 $9.36 193-340-017 $9.36 193-340-018 $9.36 193-340-019 $9.36 193-340-020 $9.36 193-340-021 $9.36 193-340-022 $9.36 193-340-023 $9.36 193-340-032 $9.36 193-340-036 $9.36 193-340-039 $9.36 193-340-043 $9.36 193-340-044 $9.36 193-340-045 $9.36 193-340-047 $9.36 193-340-048 $9.36 193-340-050 $9.36 193-340-051 $9.36 193-340-052 $9.36 193-350-002 $9.36 193-350-003 $9.36 193-350-004 $9.36 193-350-005 $9.36 193-350-008 $9.36 193-350-009 $9.36 193-350-010 $9.36 193-350-011 $9.36 193-350-012 $9.36 193-350-013 $9.36 193-350-014 $9.36 193-350-015 $9.36 193-350-016 $9.36 193-350-017 $9.36 193-350-020 $9.36 193-350-021 $9.36 193-350-022 $9.36 193-350-023 $9.36 193-350-024 $9.36 193-350-025 $9.36 193-350-026 $9.36 193-350-027 $9.36 193-350-028 $9.36 193-350-029 $9.36 193-350-030 $9.36 193-350-032 $9.36 193-350-033 $9.36 193-350-034 $9.36 193-350-035 $9.36 193-350-036 $9.36 193-360-001 $9.36 193-360-004 $9.36 193-360-005 $9.36 193-360-006 $9.36 193-360-007 $9.36 Assessor's Parcel Number Assessment Amount 193-360-008 $9.36 193-360-009 $9.36 193-360-010 $9.36 193-360-011 $9.36 193-360-012 $9.36 193-360-013 $9.36 193-360-014 $9.36 193-360-015 $9.36 193-360-016 $9.36 193-360-017 $9.36 193-360-018 $9.36 193-360-019 $9.36 193-370-001 $9.36 193-370-002 $9.36 193-370-003 $9.36 193-370-004 $9.36 193-370-005 $9.36 193-370-006 $9.36 193-370-007 $9.36 193-370-008 $9.36 193-370-009 $9.36 193-381-002 $9.36 193-381-003 $9.36 193-381-004 $9.36 193-381-005 $9.36 193-381-007 $9.36 193-381-008 $9.36 193-382-001 $9.36 193-382-002 $9.36 193-382-003 $9.36 193-382-004 $9.36 193-382-005 $9.36 193-383-001 $9.36 193-383-002 $9.36 193-383-003 $9.36 193-383-004 $9.36 193-383-005 $9.36 193-383-006 $9.36 193-383-007 $9.36 193-384-003 $9.36 193-384-004 $9.36 193-384-005 $9.36 193-390-001 $9.36 193-390-002 $9.36 193-390-003 $9.36 193-390-005 $9.36 193-401-002 $9.36 193-401-003 $9.36 193-401-004 $9.36 193-401-005 $9.36 193-401-006 $9.36 193-401-007 $9.36 193-401-008 $9.36 193-401-009 $9.36 193-401-010 $9.36 193-401-011 $9.36 47 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-401-012 $9.36 193-401-013 $9.36 193-401-014 $9.36 193-401-015 $9.36 193-401-016 $9.36 193-401-017 $9.36 193-401-018 $9.36 193-401-019 $9.36 193-401-022 $9.36 193-401-023 $9.36 193-401-024 $9.36 193-402-001 $9.36 193-402-002 $9.36 193-410-001 $9.36 193-410-002 $9.36 193-410-003 $9.36 193-410-004 $9.36 193-410-005 $9.36 193-410-006 $9.36 193-410-007 $9.36 193-410-008 $9.36 193-410-009 $9.36 193-410-010 $9.36 193-410-011 $9.36 193-410-012 $9.36 193-410-013 $9.36 193-421-001 $9.36 193-421-002 $9.36 193-421-003 $9.36 193-421-004 $9.36 193-421-005 $9.36 193-421-006 $9.36 193-421-007 $9.36 193-421-008 $9.36 193-421-009 $9.36 193-421-010 $9.36 193-421-011 $9.36 193-421-013 $9.36 193-422-001 $9.36 193-422-002 $9.36 193-422-003 $9.36 193-422-004 $9.36 193-422-005 $9.36 193-422-006 $9.36 193-422-007 $9.36 193-422-008 $9.36 193-422-009 $9.36 193-422-010 $9.36 193-422-011 $9.36 193-422-012 $9.36 193-422-013 $9.36 193-422-014 $9.36 193-422-015 $9.36 193-422-016 $9.36 193-430-001 $9.36 193-430-002 $9.36 Assessor's Parcel Number Assessment Amount 193-430-003 $9.36 193-430-004 $9.36 193-430-005 $9.36 193-430-006 $9.36 193-430-011 $9.36 193-430-017 $9.36 193-430-018 $9.36 193-430-019 $9.36 193-430-022 $9.36 193-430-023 $9.36 193-430-028 $9.36 193-430-030 $9.36 193-430-031 $9.36 193-430-032 $9.36 193-430-035 $9.36 193-430-036 $9.36 193-430-037 $9.36 193-430-038 $9.36 193-430-039 $9.36 193-441-001 $9.36 193-441-002 $9.36 193-441-003 $9.36 193-441-004 $9.36 193-441-006 $9.36 193-441-008 $9.36 193-441-009 $9.36 193-441-010 $9.36 193-441-011 $9.36 193-442-002 $9.36 193-442-005 $9.36 193-443-001 $9.36 193-443-002 $9.36 193-443-003 $9.36 193-443-004 $9.36 193-443-005 $9.36 193-443-006 $9.36 193-443-007 $9.36 193-443-008 $9.36 193-443-010 $9.36 193-443-011 $9.36 193-443-012 $9.36 193-443-013 $9.36 193-450-008 $4.68 193-450-011 $14.04 193-450-012 $14.04 193-460-001 $14.04 193-460-002 $9.26 193-470-005 $4.68 193-470-014 $5.42 193-470-023 $14.04 193-470-024 $14.04 193-470-025 $10.30 193-470-027 $14.04 193-482-002 $9.36 193-482-003 $9.36 193-482-004 $9.36 Assessor's Parcel Number Assessment Amount 193-482-005 $9.36 193-482-006 $9.36 193-482-007 $9.36 193-482-008 $9.36 193-482-013 $9.36 193-482-014 $9.36 193-482-016 $9.36 193-482-017 $9.36 193-482-018 $9.36 193-482-019 $9.36 193-483-001 $9.36 193-483-002 $9.36 193-483-003 $9.36 193-483-004 $9.36 193-483-005 $9.36 193-491-001 $9.36 193-491-002 $9.36 193-492-001 $9.36 193-492-002 $9.36 193-492-003 $9.36 193-492-007 $9.36 193-492-008 $9.36 193-492-009 $9.36 193-492-012 $9.36 193-492-014 $9.36 193-492-015 $9.36 193-500-002 $9.36 193-500-003 $9.36 193-500-004 $9.36 193-500-005 $9.36 193-500-006 $9.36 193-510-001 $9.36 193-510-002 $9.36 193-510-003 $9.36 193-510-008 $9.36 193-510-009 $9.36 193-510-013 $9.36 193-510-014 $9.36 193-510-015 $9.36 193-510-017 $9.36 193-510-018 $9.36 193-510-019 $9.36 193-531-001 $9.36 193-531-002 $9.36 193-531-003 $9.36 193-531-004 $9.36 193-531-005 $9.36 193-531-006 $9.36 193-531-007 $9.36 193-532-001 $9.36 193-532-002 $9.36 193-532-003 $9.36 193-532-004 $9.36 193-532-005 $9.36 193-532-006 $9.36 193-532-007 $9.36 Assessor's Parcel Number Assessment Amount 193-532-008 $9.36 193-533-002 $9.36 193-541-001 $9.36 193-541-002 $9.36 193-541-003 $9.36 193-541-004 $9.36 193-541-005 $9.36 193-541-006 $9.36 193-541-009 $9.36 193-541-010 $9.36 193-541-011 $9.36 193-541-012 $9.36 193-541-013 $9.36 193-541-014 $9.36 193-541-015 $9.36 193-541-016 $9.36 193-541-017 $9.36 193-541-018 $9.36 193-541-019 $9.36 193-541-020 $9.36 193-541-021 $9.36 193-541-022 $9.36 193-541-023 $9.36 193-541-024 $9.36 193-541-025 $9.36 193-541-026 $9.36 193-541-027 $9.36 193-541-030 $9.36 193-541-031 $9.36 193-542-001 $9.36 193-542-002 $9.36 193-542-003 $9.36 193-542-004 $9.36 193-542-005 $9.36 193-542-006 $9.36 193-542-007 $9.36 193-551-001 $9.36 193-551-002 $9.36 193-551-003 $9.36 193-552-001 $9.36 193-552-002 $9.36 193-552-003 $9.36 193-552-004 $9.36 193-552-005 $9.36 193-552-006 $9.36 193-552-007 $9.36 193-552-008 $9.36 193-552-009 $9.36 193-552-010 $9.36 193-552-013 $9.36 193-552-014 $9.36 193-552-015 $9.36 193-552-016 $9.36 193-552-017 $9.36 193-552-018 $9.36 193-552-021 $9.36 48 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-552-022 $9.36 193-552-023 $9.36 193-552-024 $9.36 193-560-002 $9.36 193-560-003 $9.36 193-560-004 $9.36 193-560-005 $9.36 193-560-006 $9.36 193-560-007 $9.36 193-560-008 $9.36 193-560-009 $9.36 193-560-010 $9.36 193-560-011 $9.36 193-560-012 $9.36 193-560-013 $9.36 193-560-014 $9.36 193-560-016 $9.36 193-570-001 $9.36 193-570-002 $9.36 193-570-003 $9.36 193-570-004 $9.36 193-570-005 $9.36 193-570-006 $9.36 193-570-009 $9.36 193-570-010 $9.36 193-570-011 $9.36 193-570-012 $9.36 193-570-015 $9.36 193-570-016 $9.36 193-570-017 $9.36 193-570-019 $9.36 193-570-020 $9.36 193-570-022 $9.36 193-570-023 $4.68 193-570-026 $9.36 193-580-001 $9.36 193-580-002 $9.36 193-580-003 $9.36 193-580-004 $9.36 193-580-005 $9.36 193-580-006 $9.36 193-580-007 $9.36 193-580-008 $9.36 193-580-009 $9.36 193-580-010 $9.36 193-580-011 $9.36 193-580-012 $9.36 193-580-013 $9.36 193-580-014 $9.36 193-580-015 $9.36 193-580-016 $9.36 193-580-017 $9.36 193-580-018 $9.36 193-591-001 $9.36 193-591-002 $9.36 193-591-003 $9.36 Assessor's Parcel Number Assessment Amount 193-592-001 $9.36 193-592-002 $9.36 193-592-003 $9.36 193-592-004 $9.36 193-592-007 $9.36 193-592-008 $9.36 193-592-009 $9.36 193-592-011 $9.36 193-592-012 $9.36 193-592-013 $9.36 193-592-014 $9.36 193-592-017 $9.36 193-600-001 $9.36 193-600-002 $9.36 193-600-003 $9.36 193-600-004 $9.36 193-600-008 $9.36 193-600-012 $9.36 193-600-013 $9.36 193-600-014 $9.36 193-611-003 $9.36 193-611-004 $9.36 193-611-005 $9.36 193-611-006 $9.36 193-611-007 $9.36 193-611-008 $9.36 193-611-009 $9.36 193-612-001 $9.36 193-612-002 $9.36 193-612-003 $9.36 193-612-004 $9.36 193-612-007 $9.36 193-612-008 $9.36 193-612-009 $9.36 193-612-010 $9.36 193-612-013 $9.36 193-612-014 $9.36 193-620-008 $9.36 193-631-001 $9.36 193-631-002 $9.36 193-631-003 $9.36 193-631-004 $9.36 193-632-001 $9.36 193-632-002 $9.36 193-632-003 $9.36 193-632-004 $9.36 193-632-005 $9.36 193-632-006 $9.36 193-632-007 $9.36 193-641-001 $9.36 193-641-002 $9.36 193-642-001 $9.36 193-642-002 $9.36 193-643-001 $9.36 193-643-002 $9.36 193-643-003 $9.36 Assessor's Parcel Number Assessment Amount 193-643-004 $9.36 193-643-005 $9.36 193-643-006 $9.36 193-643-007 $9.36 193-650-002 $9.36 193-650-003 $9.36 193-650-004 $9.36 193-650-005 $9.36 193-650-006 $9.36 193-650-007 $9.36 193-650-008 $9.36 193-650-009 $9.36 193-650-010 $9.36 193-650-011 $9.36 193-650-012 $9.36 193-650-015 $9.36 193-650-016 $9.36 193-650-017 $9.36 193-650-018 $9.36 193-650-019 $9.36 193-650-020 $9.36 193-650-021 $9.36 193-650-022 $9.36 193-650-023 $9.36 193-650-024 $9.36 193-650-025 $9.36 193-650-026 $9.36 193-650-027 $9.36 193-650-028 $9.36 193-650-029 $9.36 193-650-030 $9.36 193-650-031 $9.36 193-650-032 $9.36 193-650-033 $9.36 193-650-034 $9.36 193-650-035 $9.36 193-650-036 $9.36 193-650-037 $9.36 193-650-038 $9.36 193-650-039 $9.36 193-650-040 $9.36 193-650-041 $9.36 193-650-043 $9.36 193-650-044 $9.36 193-650-045 $9.36 193-650-046 $9.36 193-650-047 $9.36 193-650-048 $9.36 193-650-049 $9.36 193-650-050 $9.36 193-650-051 $9.36 193-650-052 $9.36 193-650-053 $9.36 193-650-054 $9.36 193-650-055 $9.36 193-660-001 $9.36 Assessor's Parcel Number Assessment Amount 193-660-002 $9.36 193-660-003 $9.36 193-660-004 $9.36 193-660-005 $9.36 193-660-006 $9.36 193-660-007 $9.36 193-660-008 $9.36 193-660-009 $9.36 193-660-010 $9.36 193-660-011 $9.36 193-660-012 $9.36 193-660-013 $9.36 193-660-014 $9.36 193-660-015 $9.36 193-660-016 $9.36 193-660-017 $9.36 193-660-018 $9.36 193-660-020 $9.36 193-660-021 $9.36 193-660-022 $9.36 193-660-023 $9.36 193-660-024 $9.36 193-660-025 $9.36 193-660-026 $9.36 193-660-027 $9.36 193-660-028 $9.36 193-660-029 $9.36 193-660-032 $9.36 193-660-033 $9.36 193-660-034 $9.36 193-660-035 $9.36 193-660-036 $9.36 193-660-037 $9.36 193-660-038 $9.36 193-660-039 $9.36 193-660-040 $9.36 193-660-041 $9.36 193-660-042 $9.36 193-660-043 $9.36 193-660-045 $9.36 193-660-046 $9.36 193-660-047 $9.36 193-660-048 $9.36 193-660-058 $9.36 193-660-059 $9.36 193-660-060 $9.36 193-660-061 $9.36 193-670-004 $9.36 193-670-009 $9.36 193-670-010 $9.36 193-670-011 $9.36 193-670-015 $9.36 193-670-016 $9.36 193-670-018 $9.36 193-670-019 $9.36 193-670-020 $9.36 49 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-680-001 $4.68 193-680-002 $4.68 193-680-003 $4.68 193-680-004 $9.36 193-680-005 $9.36 193-680-006 $9.36 193-680-007 $9.36 193-680-008 $4.68 193-680-009 $9.36 193-680-010 $9.36 193-680-011 $9.36 193-680-012 $9.36 193-680-013 $9.36 193-680-014 $9.36 193-680-017 $9.36 193-680-018 $9.36 193-680-019 $9.36 193-680-020 $9.36 193-680-021 $9.36 193-680-022 $9.36 193-680-023 $9.36 193-680-024 $9.36 193-680-025 $9.36 193-680-026 $9.36 193-680-027 $9.36 193-680-028 $9.36 193-680-029 $9.36 193-680-030 $9.36 193-680-031 $9.36 193-680-032 $4.68 193-680-033 $9.36 193-680-034 $9.36 193-680-035 $9.36 193-680-036 $9.36 193-680-037 $9.36 193-680-038 $9.36 193-680-042 $9.36 193-680-043 $9.36 193-690-001 $9.36 193-690-005 $9.36 193-690-006 $9.36 193-690-007 $9.36 193-690-009 $9.36 193-690-010 $9.36 193-690-011 $9.36 193-690-012 $9.36 193-690-013 $9.36 193-690-014 $9.36 193-690-015 $9.36 193-690-016 $9.36 193-690-018 $9.36 193-690-019 $9.36 193-690-020 $9.36 193-690-021 $9.36 193-690-022 $9.36 193-690-024 $9.36 Assessor's Parcel Number Assessment Amount 193-690-025 $9.36 193-690-026 $9.36 193-690-027 $9.36 193-690-028 $9.36 193-690-029 $9.36 193-690-031 $9.36 193-690-032 $9.36 193-690-033 $9.36 193-690-034 $9.36 193-690-035 $9.36 193-690-036 $9.36 193-690-037 $9.36 193-690-038 $9.36 193-690-039 $4.68 193-690-040 $9.36 193-690-041 $9.36 193-690-042 $9.36 193-690-043 $9.36 193-690-044 $9.36 193-690-045 $4.68 193-690-048 $9.36 193-690-049 $9.36 193-690-050 $9.36 193-690-052 $9.36 193-690-053 $9.36 193-690-059 $9.36 193-690-061 $9.36 193-690-062 $9.36 193-690-064 $9.36 193-690-066 $9.36 193-690-067 $9.36 193-690-068 $9.36 193-690-069 $9.36 193-690-070 $9.36 193-700-003 $9.36 193-700-004 $9.36 193-700-005 $9.36 193-700-006 $9.36 193-700-008 $9.36 193-700-009 $9.36 193-700-010 $9.36 193-700-011 $9.36 193-700-012 $9.36 193-700-013 $9.36 193-700-014 $9.36 193-700-015 $9.36 193-700-016 $9.36 193-700-017 $9.36 193-700-018 $9.36 193-700-019 $9.36 193-700-020 $9.36 193-700-021 $9.36 193-700-022 $9.36 193-700-023 $9.36 193-700-024 $9.36 193-700-025 $9.36 Assessor's Parcel Number Assessment Amount 193-700-027 $9.36 193-700-028 $9.36 193-700-029 $9.36 193-700-030 $9.36 193-700-031 $9.36 193-700-032 $9.36 193-700-033 $9.36 193-700-034 $9.36 193-700-035 $9.36 193-700-036 $9.36 193-700-037 $9.36 193-700-042 $9.36 193-700-043 $9.36 193-700-044 $9.36 193-700-045 $4.68 193-700-046 $9.36 193-710-008 $9.36 193-710-009 $9.36 193-710-010 $9.36 193-710-011 $9.36 193-710-012 $9.36 193-710-013 $9.36 193-710-014 $9.36 193-710-015 $9.36 193-710-016 $9.36 193-710-018 $9.36 193-710-019 $4.68 193-710-020 $9.36 193-710-021 $9.36 193-710-022 $9.36 193-710-024 $9.36 193-710-027 $9.36 193-710-029 $9.36 193-710-032 $9.36 193-710-034 $9.36 193-710-036 $9.36 193-710-038 $9.36 193-710-039 $4.68 193-710-040 $9.36 193-710-042 $9.36 193-710-044 $9.36 193-710-045 $9.36 193-710-046 $9.36 193-710-047 $9.36 193-720-001 $9.36 193-720-002 $9.36 193-720-003 $9.36 193-720-004 $9.36 193-720-005 $9.36 193-721-001 $9.36 193-721-002 $9.36 193-721-003 $9.36 193-721-004 $9.36 193-721-005 $9.36 193-722-001 $9.36 193-722-002 $9.36 Assessor's Parcel Number Assessment Amount 193-722-003 $9.36 193-722-004 $9.36 193-722-005 $9.36 193-722-006 $9.36 193-722-007 $9.36 193-722-008 $9.36 193-722-009 $9.36 193-722-010 $9.36 193-722-011 $9.36 193-723-001 $9.36 193-723-002 $9.36 193-723-003 $9.36 193-723-004 $9.36 193-723-005 $9.36 193-723-006 $9.36 193-723-007 $9.36 193-723-008 $9.36 193-723-009 $9.36 193-723-010 $9.36 193-723-011 $9.36 193-723-012 $9.36 193-723-013 $9.36 193-723-014 $9.36 193-730-001 $9.36 193-730-002 $9.36 193-730-003 $9.36 193-730-004 $9.36 193-730-005 $9.36 193-730-006 $9.36 193-730-007 $9.36 193-730-008 $9.36 193-730-011 $9.36 193-730-012 $9.36 193-730-013 $9.36 193-730-014 $9.36 193-730-015 $9.36 193-730-016 $9.36 193-730-017 $9.36 193-730-018 $9.36 193-730-019 $9.36 193-730-021 $9.36 193-730-022 $9.36 193-731-001 $9.36 193-731-002 $9.36 193-740-001 $9.36 193-740-002 $9.36 193-740-003 $9.36 193-740-004 $9.36 193-740-005 $9.36 193-740-007 $9.36 193-740-008 $9.36 193-740-009 $9.36 193-740-010 $9.36 193-740-011 $9.36 193-740-012 $9.36 193-740-014 $9.36 50 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-740-015 $9.36 193-740-016 $9.36 193-740-017 $9.36 193-740-018 $9.36 193-740-019 $9.36 193-740-020 $9.36 193-740-021 $9.36 193-740-022 $9.36 193-740-023 $9.36 193-740-024 $9.36 193-740-025 $9.36 193-740-026 $9.36 193-740-027 $9.36 193-741-001 $9.36 193-741-002 $9.36 193-741-003 $9.36 193-741-004 $9.36 193-741-005 $9.36 193-741-006 $9.36 193-750-004 $9.36 193-750-005 $9.36 193-750-006 $9.36 193-750-017 $9.36 193-750-018 $9.36 193-750-019 $9.36 193-750-020 $9.36 193-760-004 $9.36 193-760-005 $4.68 193-760-007 $9.36 193-760-009 $9.36 193-760-010 $9.36 193-770-001 $9.36 193-770-002 $9.36 193-770-010 $9.36 193-770-011 $9.36 193-770-012 $9.36 193-770-013 $9.36 193-770-014 $9.36 193-781-001 $9.36 193-781-002 $9.36 193-781-003 $9.36 193-781-004 $9.36 193-781-005 $9.36 193-781-006 $9.36 193-781-007 $9.36 193-781-008 $9.36 193-781-009 $9.36 193-781-010 $9.36 193-781-011 $9.36 193-781-012 $9.36 193-781-013 $9.36 193-781-014 $9.36 193-781-015 $9.36 193-781-016 $9.36 193-781-017 $9.36 193-782-001 $9.36 Assessor's Parcel Number Assessment Amount 193-783-001 $9.36 193-783-002 $9.36 193-783-003 $9.36 193-783-004 $9.36 193-783-005 $9.36 193-790-001 $9.36 193-790-002 $9.36 193-790-003 $9.36 193-790-004 $9.36 193-790-006 $9.36 193-790-007 $9.36 193-790-008 $9.36 193-790-009 $9.36 193-790-011 $9.36 193-801-001 $9.36 193-801-002 $9.36 193-801-003 $9.36 193-801-004 $9.36 193-801-005 $9.36 193-801-006 $9.36 193-801-007 $9.36 193-801-008 $9.36 193-801-009 $9.36 193-801-010 $9.36 193-801-011 $9.36 193-801-012 $9.36 193-801-013 $9.36 193-801-014 $9.36 193-801-015 $9.36 193-801-016 $9.36 193-801-017 $9.36 193-801-018 $9.36 193-801-019 $9.36 193-801-020 $9.36 193-801-021 $9.36 193-801-022 $9.36 193-801-023 $9.36 193-801-026 $9.36 193-801-027 $9.36 193-811-001 $9.36 193-811-002 $9.36 193-811-003 $9.36 193-811-004 $9.36 193-811-005 $9.36 193-811-006 $9.36 193-811-007 $9.36 193-811-008 $9.36 193-811-009 $9.36 193-811-025 $9.36 193-811-026 $9.36 193-811-027 $9.36 193-811-028 $9.36 193-811-035 $9.36 193-811-036 $9.36 193-811-037 $9.36 193-811-038 $9.36 Assessor's Parcel Number Assessment Amount 193-811-039 $9.36 193-811-040 $9.36 193-811-041 $9.36 193-811-042 $9.36 193-811-043 $9.36 193-811-044 $9.36 193-811-045 $9.36 193-811-046 $9.36 193-811-047 $9.36 193-811-048 $9.36 193-811-049 $9.36 193-811-050 $9.36 193-811-051 $9.36 193-811-052 $9.36 193-811-053 $9.36 193-811-054 $9.36 193-812-012 $9.36 193-812-013 $9.36 193-812-014 $9.36 193-812-015 $9.36 193-812-016 $9.36 193-812-017 $9.36 193-812-018 $9.36 193-812-019 $9.36 193-812-020 $9.36 193-812-021 $9.36 193-820-002 $9.36 193-820-003 $9.36 193-820-004 $9.36 193-820-005 $9.36 193-820-015 $9.36 193-820-016 $9.36 193-820-017 $9.36 193-820-018 $9.36 193-820-019 $9.36 193-820-020 $9.36 193-820-021 $9.36 193-820-022 $9.36 193-840-001 $9.36 193-840-002 $9.36 193-840-003 $9.36 193-840-004 $9.36 193-840-005 $9.36 193-840-006 $9.36 193-840-007 $9.36 193-840-010 $9.36 193-840-011 $9.36 193-840-012 $9.36 193-840-013 $9.36 193-840-014 $9.36 193-840-015 $9.36 193-840-016 $9.36 193-840-017 $9.36 193-840-018 $9.36 193-840-019 $9.36 193-840-020 $9.36 Assessor's Parcel Number Assessment Amount 193-840-021 $9.36 193-840-022 $9.36 193-840-023 $9.36 193-840-024 $9.36 193-840-025 $9.36 193-840-026 $9.36 193-840-027 $9.36 193-850-001 $9.36 193-850-002 $9.36 193-850-004 $9.36 193-850-005 $9.36 193-850-006 $9.36 193-850-007 $9.36 193-850-008 $9.36 193-850-010 $9.36 193-850-011 $9.36 193-850-012 $9.36 193-850-013 $9.36 193-850-014 $9.36 193-850-015 $9.36 193-850-016 $9.36 193-850-017 $9.36 193-861-001 $9.36 193-861-002 $9.36 193-861-003 $9.36 193-861-004 $9.36 193-861-005 $9.36 193-861-006 $9.36 193-861-007 $9.36 193-861-008 $9.36 193-861-009 $9.36 193-861-010 $9.36 193-861-011 $9.36 193-861-012 $9.36 193-861-013 $9.36 193-861-014 $9.36 193-861-015 $9.36 193-861-016 $9.36 193-861-017 $9.36 193-861-018 $9.36 193-861-019 $9.36 193-861-020 $9.36 193-870-001 $9.36 193-870-002 $9.36 193-870-003 $9.36 193-870-004 $9.36 193-870-005 $9.36 193-870-006 $9.36 193-880-001 $9.36 193-880-002 $9.36 193-880-003 $9.36 193-880-004 $9.36 193-880-005 $9.36 193-880-006 $9.36 193-880-008 $9.36 193-880-009 $9.36 51 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 193-880-010 $9.36 193-880-011 $9.36 193-890-001 $9.36 193-890-002 $9.36 193-890-003 $9.36 193-890-004 $9.36 193-890-005 $9.36 193-890-006 $9.36 193-890-007 $9.36 193-890-008 $9.36 193-890-009 $9.36 193-890-010 $9.36 193-890-011 $9.36 193-890-012 $9.36 193-890-013 $9.36 193-890-014 $9.36 193-890-015 $9.36 193-890-016 $9.36 193-890-018 $9.36 193-890-021 $9.36 193-890-022 $9.36 193-890-023 $9.36 193-890-024 $9.36 193-890-025 $9.36 193-890-026 $9.36 193-890-027 $9.36 193-890-028 $9.36 193-890-029 $9.36 193-890-030 $9.36 193-890-032 $9.36 193-890-034 $9.36 193-900-001 $9.36 193-900-002 $9.36 193-900-003 $9.36 193-900-004 $9.36 193-900-005 $9.36 193-900-006 $9.36 193-900-007 $9.36 193-900-008 $9.36 193-900-009 $9.36 193-900-013 $9.36 193-900-015 $9.36 193-910-001 $9.36 193-910-002 $9.36 193-910-003 $9.36 193-910-004 $9.36 193-910-005 $9.36 193-910-006 $9.36 193-920-001 $9.36 193-920-002 $9.36 193-920-003 $9.36 193-920-004 $9.36 193-920-005 $9.36 193-920-006 $9.36 193-920-007 $9.36 193-920-008 $9.36 Assessor's Parcel Number Assessment Amount 193-920-009 $9.36 193-920-010 $9.36 193-920-011 $9.36 193-920-012 $9.36 193-920-013 $9.36 193-920-014 $9.36 193-920-015 $9.36 193-920-016 $9.36 193-920-017 $9.36 193-920-018 $9.36 193-920-019 $9.36 193-920-020 $9.36 193-920-021 $9.36 193-920-022 $9.36 193-920-023 $9.36 193-920-024 $9.36 193-920-025 $9.36 193-920-026 $9.36 193-920-027 $9.36 193-920-028 $9.36 193-920-029 $9.36 193-920-030 $9.36 193-920-031 $9.36 193-920-032 $9.36 193-920-033 $9.36 193-920-034 $9.36 193-920-035 $9.36 193-920-036 $9.36 193-920-037 $9.36 193-920-038 $9.36 193-920-039 $9.36 193-920-040 $9.36 193-920-041 $9.36 193-920-042 $9.36 193-920-043 $9.36 193-920-044 $9.36 193-920-045 $9.36 193-920-046 $9.36 193-920-047 $9.36 193-930-001 $9.36 193-930-002 $9.36 193-930-003 $9.36 193-930-004 $9.36 193-930-005 $9.36 193-930-006 $9.36 193-930-007 $9.36 193-930-008 $9.36 193-930-009 $9.36 193-930-010 $9.36 193-930-011 $9.36 193-930-012 $9.36 193-930-013 $9.36 193-930-014 $9.36 193-930-015 $9.36 193-940-001 $9.36 193-940-002 $9.36 Assessor's Parcel Number Assessment Amount 193-940-003 $9.36 193-940-004 $9.36 193-940-005 $9.36 193-940-006 $9.36 193-940-007 $9.36 193-940-008 $9.36 193-940-009 $9.36 193-940-010 $9.36 193-940-011 $9.36 193-940-012 $9.36 193-940-013 $9.36 193-940-014 $9.36 193-940-015 $9.36 193-940-016 $9.36 193-940-017 $9.36 193-940-018 $9.36 193-940-021 $9.36 193-940-022 $9.36 193-940-023 $9.36 193-940-024 $9.36 193-940-028 $9.36 193-940-029 $9.36 194-070-015 $9.36 194-070-016 $9.36 194-070-018 $9.36 194-070-074 $9.36 194-070-075 $9.36 194-070-078 $9.36 194-070-079 $9.36 194-070-082 $9.36 194-070-083 $9.36 194-070-084 $9.36 194-070-086 $9.36 194-070-087 $9.36 194-100-001 $9.36 194-100-005 $9.36 194-100-006 $9.36 194-100-007 $9.36 194-100-008 $9.36 194-100-009 $9.36 194-101-001 $9.36 194-101-002 $9.36 194-101-003 $9.36 194-101-004 $9.36 194-101-005 $9.36 194-101-006 $9.36 194-110-003 $9.36 194-110-004 $9.36 194-110-005 $9.36 194-110-006 $9.36 194-110-007 $9.36 194-110-008 $9.36 194-110-009 $9.36 194-110-010 $9.36 194-110-011 $9.36 194-110-017 $9.36 Assessor's Parcel Number Assessment Amount 194-110-019 $9.36 194-110-020 $9.36 194-110-021 $9.36 194-110-022 $9.36 194-121-002 $9.36 194-121-003 $9.36 194-121-004 $9.36 194-121-005 $9.36 194-121-006 $9.36 194-121-007 $9.36 194-121-009 $9.36 194-121-011 $9.36 194-121-012 $9.36 194-121-014 $9.36 194-122-002 $9.36 194-122-003 $9.36 194-122-004 $9.36 194-122-005 $9.36 194-122-006 $9.36 194-122-007 $9.36 194-122-008 $9.36 194-122-009 $9.36 194-123-001 $9.36 194-123-002 $9.36 194-123-003 $9.36 194-123-004 $9.36 194-123-005 $9.36 194-123-008 $9.36 194-123-009 $9.36 194-123-010 $9.36 194-123-011 $9.36 194-123-012 $9.36 194-123-013 $9.36 194-123-014 $9.36 194-123-015 $9.36 194-123-016 $9.36 194-131-001 $9.36 194-131-002 $9.36 194-131-003 $9.36 194-131-004 $9.36 194-131-005 $9.36 194-131-009 $9.36 194-131-010 $9.36 194-131-012 $9.36 194-131-014 $9.36 194-132-001 $9.36 194-132-002 $9.36 194-133-001 $9.36 194-133-002 $9.36 194-133-003 $9.36 194-133-004 $9.36 194-133-005 $9.36 194-133-006 $9.36 194-133-007 $9.36 194-133-008 $9.36 194-133-009 $9.36 52 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 194-133-010 $9.36 194-133-011 $9.36 194-133-012 $9.36 194-133-013 $9.36 194-133-014 $9.36 194-133-015 $9.36 194-133-016 $9.36 194-133-017 $9.36 194-133-018 $9.36 194-140-001 $9.36 194-140-002 $9.36 194-140-003 $9.36 194-140-004 $9.36 194-140-005 $9.36 194-140-006 $9.36 194-140-007 $9.36 194-140-008 $9.36 194-140-009 $9.36 194-140-010 $9.36 194-140-011 $9.36 194-140-012 $9.36 194-140-013 $9.36 194-140-014 $9.36 194-151-001 $9.36 194-151-002 $9.36 194-151-003 $9.36 194-151-004 $9.36 194-151-005 $9.36 194-151-006 $9.36 194-151-007 $9.36 194-151-008 $9.36 194-151-009 $9.36 194-151-010 $9.36 194-151-011 $9.36 194-151-012 $9.36 194-151-013 $9.36 194-152-001 $9.36 194-152-002 $9.36 194-152-003 $9.36 194-152-004 $9.36 194-152-005 $9.36 194-152-006 $9.36 194-152-008 $9.36 194-160-001 $9.36 194-160-002 $9.36 194-160-003 $9.36 194-160-004 $9.36 194-160-005 $9.36 194-160-006 $9.36 194-160-007 $9.36 194-160-008 $9.36 194-160-009 $9.36 194-160-010 $9.36 194-160-011 $9.36 194-160-012 $9.36 194-160-013 $9.36 Assessor's Parcel Number Assessment Amount 194-160-014 $9.36 194-160-015 $9.36 194-160-016 $9.36 194-160-017 $9.36 194-160-018 $9.36 194-160-019 $9.36 194-160-020 $9.36 194-160-021 $9.36 194-160-022 $9.36 194-170-001 $9.36 194-170-002 $9.36 194-170-003 $9.36 194-170-004 $9.36 194-170-005 $9.36 194-170-006 $9.36 194-170-007 $9.36 194-170-008 $9.36 194-170-009 $9.36 194-170-010 $9.36 194-170-015 $9.36 194-170-016 $9.36 194-170-017 $9.36 194-170-018 $9.36 194-170-019 $9.36 194-170-020 $9.36 194-170-022 $9.36 194-170-023 $9.36 194-170-025 $9.36 194-170-026 $9.36 194-190-001 $9.36 194-190-002 $9.36 194-190-003 $9.36 194-190-005 $9.36 194-190-006 $9.36 194-190-007 $9.36 194-190-008 $9.36 194-190-009 $9.36 194-190-010 $9.36 194-190-011 $9.36 194-190-012 $9.36 194-190-013 $9.36 194-190-014 $9.36 194-190-015 $9.36 194-190-016 $9.36 194-190-017 $9.36 194-190-019 $9.36 194-201-001 $9.36 194-201-002 $9.36 194-201-003 $9.36 194-202-001 $9.36 194-202-002 $9.36 194-202-003 $9.36 194-202-004 $9.36 194-202-005 $9.36 194-202-006 $9.36 194-202-007 $9.36 Assessor's Parcel Number Assessment Amount 194-202-008 $9.36 194-202-009 $9.36 194-211-001 $9.36 194-211-002 $9.36 194-211-003 $9.36 194-211-004 $9.36 194-211-005 $9.36 194-211-006 $9.36 194-211-007 $9.36 194-211-008 $9.36 194-211-009 $9.36 194-211-010 $9.36 194-211-011 $9.36 194-211-012 $9.36 194-212-001 $9.36 194-212-002 $9.36 194-212-003 $9.36 194-212-004 $9.36 194-212-005 $9.36 194-212-006 $9.36 194-212-007 $9.36 194-212-008 $9.36 194-213-001 $9.36 194-213-004 $9.36 194-213-005 $9.36 194-213-007 $9.36 194-213-008 $9.36 194-221-001 $9.36 194-221-002 $9.36 194-221-003 $9.36 194-221-004 $9.36 194-221-005 $9.36 194-221-006 $9.36 194-221-007 $9.36 194-221-010 $9.36 194-221-011 $9.36 194-221-015 $9.36 194-221-016 $9.36 194-222-003 $9.36 194-222-004 $9.36 194-222-005 $9.36 194-222-006 $9.36 194-222-007 $9.36 194-222-008 $9.36 194-222-009 $9.36 194-222-010 $9.36 194-222-011 $9.36 194-222-012 $9.36 194-222-013 $9.36 194-222-014 $9.36 194-222-015 $9.36 194-222-016 $9.36 194-222-018 $9.36 194-222-019 $9.36 194-231-001 $9.36 194-231-002 $9.36 Assessor's Parcel Number Assessment Amount 194-231-004 $9.36 194-231-006 $9.36 194-231-007 $9.36 194-231-008 $9.36 194-231-010 $9.36 194-231-011 $9.36 194-232-001 $9.36 194-232-002 $9.36 194-232-003 $9.36 194-232-004 $9.36 194-232-005 $9.36 194-232-006 $9.36 194-232-007 $9.36 194-232-008 $9.36 194-232-009 $9.36 194-232-010 $9.36 194-232-011 $9.36 194-232-012 $9.36 194-232-013 $9.36 194-232-014 $9.36 194-232-015 $9.36 194-232-016 $9.36 195-400-001 $9.36 195-400-002 $9.36 195-400-003 $9.36 195-400-004 $9.36 195-400-005 $9.36 195-400-006 $9.36 195-400-007 $9.36 195-400-008 $9.36 195-400-009 $9.36 195-400-010 $9.36 195-410-001 $9.36 195-410-002 $9.36 195-410-003 $9.36 195-410-004 $9.36 195-410-005 $9.36 195-410-006 $9.36 195-410-010 $9.36 195-410-011 $9.36 195-410-012 $9.36 195-410-013 $9.36 195-410-015 $9.36 195-410-016 $9.36 195-410-018 $9.36 195-410-019 $9.36 196-010-008 $9.36 196-010-009 $9.36 196-010-010 $9.36 196-010-011 $9.36 196-010-012 $9.36 196-010-014 $9.36 196-010-015 $9.36 196-010-016 $9.36 196-010-017 $9.36 196-010-018 $9.36 53 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 196-010-019 $9.36 196-010-020 $9.36 196-010-022 $9.36 196-010-025 $9.36 196-010-028 $9.36 196-010-031 $9.36 196-010-032 $9.36 196-010-033 $9.36 196-010-034 $9.36 196-010-035 $9.36 196-010-036 $9.36 196-010-037 $9.36 196-010-038 $9.36 196-010-039 $9.36 196-010-040 $9.36 196-010-041 $9.36 196-010-042 $9.36 196-010-043 $9.36 196-010-044 $9.36 196-020-004 $9.36 196-020-005 $9.36 196-020-006 $9.36 196-020-007 $9.36 196-031-003 $9.36 196-031-006 $9.36 196-031-007 $9.36 196-031-009 $9.36 196-031-010 $9.36 196-031-011 $4.68 196-032-006 $9.36 196-032-009 $9.36 196-032-012 $9.36 196-032-013 $9.36 196-032-014 $9.36 196-032-015 $9.36 196-032-016 $9.36 196-032-017 $9.36 196-032-018 $9.36 196-041-007 $9.36 196-041-008 $9.36 196-041-009 $9.36 196-041-010 $9.36 196-041-011 $9.36 196-041-012 $9.36 196-042-002 $9.36 196-042-003 $9.36 196-042-005 $9.36 196-042-006 $9.36 196-042-007 $9.36 196-042-008 $9.36 196-042-009 $9.36 196-050-009 $9.36 196-050-010 $9.36 196-050-012 $9.36 196-050-014 $9.36 196-050-015 $9.36 Assessor's Parcel Number Assessment Amount 196-050-017 $9.36 196-050-018 $9.36 196-050-019 $9.36 196-050-020 $9.36 196-061-003 $9.36 196-061-004 $9.36 196-061-005 $9.36 196-061-006 $9.36 196-061-012 $9.36 196-061-013 $9.36 196-061-014 $9.36 196-061-015 $9.36 196-062-001 $9.36 196-062-002 $9.36 196-062-005 $9.36 196-062-006 $9.36 196-062-007 $9.36 196-070-004 $9.36 196-070-007 $9.36 196-070-008 $9.36 196-070-009 $9.36 196-070-010 $9.36 196-070-011 $9.36 196-070-012 $9.36 196-070-015 $9.36 196-070-016 $9.36 196-070-017 $9.36 196-070-018 $9.36 196-070-019 $9.36 196-080-002 $9.36 196-080-022 $9.36 196-080-023 $9.36 196-080-024 $9.36 196-080-025 $9.36 196-080-032 $9.36 196-080-036 $9.36 196-080-038 $9.36 196-080-040 $9.36 196-080-042 $9.36 196-080-043 $9.36 196-091-006 $9.36 196-091-007 $9.36 196-091-013 $9.36 196-091-014 $9.36 196-092-003 $9.36 196-092-004 $9.36 196-092-005 $9.36 196-092-006 $9.36 196-092-007 $9.36 196-092-008 $9.36 196-100-001 $9.36 196-100-002 $9.36 196-100-003 $9.36 196-100-004 $9.36 196-100-005 $9.36 196-100-006 $9.36 Assessor's Parcel Number Assessment Amount 196-100-007 $9.36 196-100-008 $9.36 196-100-011 $9.36 196-100-012 $9.36 196-100-017 $9.36 196-100-019 $9.36 196-100-020 $9.36 196-110-007 $9.36 196-110-027 $9.36 196-110-028 $9.36 196-110-029 $9.36 196-110-030 $9.36 196-110-039 $9.36 196-110-041 $9.36 196-110-042 $9.36 196-110-043 $9.36 196-110-044 $9.36 196-110-046 $9.36 196-110-048 $9.36 196-110-049 $9.36 196-110-052 $9.36 196-110-053 $9.36 196-120-005 $9.36 196-120-008 $9.36 196-120-009 $9.36 196-120-010 $9.36 196-120-013 $9.36 196-120-014 $9.36 196-120-015 $9.36 196-120-016 $9.36 196-120-017 $9.36 196-120-018 $9.36 196-120-019 $9.36 196-120-020 $9.36 196-130-005 $9.36 196-130-006 $9.36 196-130-007 $9.36 196-130-008 $9.36 196-130-014 $9.36 196-130-017 $9.36 196-130-020 $9.36 196-130-022 $9.36 196-130-023 $9.36 196-130-026 $9.36 196-130-027 $9.36 196-130-030 $9.36 196-130-032 $9.36 196-130-039 $9.36 196-130-040 $9.36 196-130-041 $9.36 196-130-042 $9.36 196-130-043 $9.36 196-510-002 $9.36 196-510-003 $9.36 196-510-004 $9.36 196-510-005 $9.36 Assessor's Parcel Number Assessment Amount 196-510-006 $9.36 196-510-007 $9.36 196-510-010 $9.36 196-510-013 $9.36 196-510-014 $9.36 197-010-007 $9.36 197-010-008 $9.36 197-010-013 $18.72 197-010-014 $18.72 197-010-016 $18.72 197-010-019 $9.36 197-010-025 $102.96 197-010-026 $9.36 197-010-027 $9.36 197-010-028 $9.36 197-010-029 $4.68 197-020-017 $9.36 197-020-023 $9.36 197-020-024 $9.36 197-020-025 $9.36 197-030-001 $9.36 197-030-025 $9.36 197-040-004 $9.36 197-040-007 $9.36 197-040-011 $9.36 197-040-012 $9.36 197-040-015 $9.36 197-040-017 $9.36 197-040-018 $9.36 197-040-020 $9.36 197-040-021 $9.36 197-040-022 $9.36 197-040-023 $9.36 197-040-024 $9.36 197-040-025 $9.36 197-040-026 $9.36 197-040-027 $9.36 197-040-028 $9.36 197-040-029 $9.36 197-040-030 $9.36 197-040-031 $9.36 197-040-032 $9.36 197-040-033 $9.36 197-040-034 $9.36 197-040-035 $9.36 197-040-036 $9.36 197-040-037 $9.36 197-050-007 $9.36 197-050-013 $9.36 197-050-014 $9.36 197-050-015 $9.36 197-050-016 $9.36 197-050-021 $9.36 197-050-022 $9.36 197-050-023 $9.36 197-050-025 $9.36 54 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 197-050-026 $4.68 197-050-027 $9.36 197-050-029 $9.36 197-060-002 $9.36 197-060-003 $9.36 197-060-004 $9.36 197-060-005 $9.36 197-060-006 $9.36 197-060-007 $9.36 197-060-008 $9.36 197-060-009 $9.36 197-060-010 $9.36 197-060-011 $9.36 197-060-012 $9.36 197-060-013 $9.36 197-060-014 $9.36 197-060-015 $9.36 197-060-016 $9.36 197-060-017 $9.36 197-060-018 $9.36 197-060-019 $9.36 197-060-020 $9.36 197-060-021 $9.36 197-060-022 $9.36 197-060-023 $9.36 197-060-024 $9.36 197-060-025 $9.36 197-060-026 $9.36 197-060-027 $9.36 197-060-029 $9.36 197-060-030 $9.36 197-060-031 $9.36 197-060-032 $9.36 197-060-033 $9.36 197-070-001 $9.36 197-070-002 $9.36 197-070-005 $9.36 197-070-012 $9.36 197-070-013 $9.36 197-070-014 $9.36 197-070-017 $9.36 197-070-018 $9.36 197-070-019 $9.36 197-070-020 $9.36 197-070-021 $9.36 197-070-022 $9.36 197-070-023 $9.36 197-070-024 $9.36 197-090-006 $9.36 197-090-007 $9.36 197-090-008 $9.36 197-090-012 $9.36 197-090-013 $9.36 197-090-014 $9.36 197-090-020 $9.36 197-090-021 $9.36 Assessor's Parcel Number Assessment Amount 197-170-018 $9.36 197-190-013 $9.36 197-190-014 $9.36 197-190-015 $9.36 197-190-016 $9.36 197-190-022 $9.36 197-190-034 $9.36 197-190-036 $9.36 197-190-037 $9.36 197-190-039 $9.36 197-190-041 $9.36 197-190-042 $9.36 197-200-006 $9.36 197-200-007 $9.36 197-200-008 $9.36 197-200-009 $9.36 197-200-010 $9.36 197-200-011 $9.36 197-200-012 $9.36 197-200-013 $9.36 197-200-014 $9.36 197-200-015 $9.36 197-200-016 $9.36 197-200-017 $9.36 197-200-018 $9.36 197-200-019 $9.36 197-200-022 $9.36 197-200-023 $9.36 197-200-025 $9.36 197-200-026 $9.36 197-200-027 $9.36 197-201-001 $9.36 197-201-002 $9.36 197-201-003 $9.36 197-220-002 $9.36 197-220-003 $9.36 197-220-004 $9.36 197-220-005 $9.36 197-220-011 $9.36 197-220-015 $9.36 197-220-017 $9.36 197-220-018 $9.36 197-230-001 $9.36 197-230-002 $9.36 197-230-003 $9.36 197-230-004 $9.36 197-230-005 $9.36 197-230-006 $9.36 197-230-007 $9.36 197-230-008 $9.36 197-230-009 $9.36 197-230-010 $9.36 197-230-011 $9.36 197-230-012 $9.36 197-230-013 $9.36 197-230-014 $9.36 Assessor's Parcel Number Assessment Amount 197-230-015 $9.36 197-230-016 $9.36 197-230-017 $9.36 197-230-018 $9.36 197-270-001 $9.36 197-270-011 $9.36 197-270-012 $9.36 197-270-018 $9.36 197-270-019 $9.36 197-270-021 $9.36 197-270-022 $9.36 197-270-023 $9.36 197-270-024 $9.36 197-281-001 $9.36 197-281-002 $9.36 197-281-007 $9.36 197-281-008 $9.36 197-281-009 $9.36 197-281-010 $9.36 197-281-011 $9.36 197-281-012 $9.36 197-281-013 $9.36 197-282-001 $9.36 197-282-002 $9.36 197-282-003 $9.36 197-282-004 $9.36 197-282-006 $9.36 197-282-007 $9.36 197-283-001 $9.36 197-290-003 $9.36 197-290-007 $9.36 197-290-012 $9.36 197-290-015 $9.36 197-290-017 $9.36 197-290-018 $9.36 197-290-028 $9.36 197-290-030 $9.36 197-290-031 $9.36 197-290-034 $9.36 197-290-035 $9.36 197-290-038 $9.36 197-290-043 $9.36 197-290-044 $9.36 197-290-047 $9.36 197-290-048 $9.36 197-290-052 $9.36 197-290-055 $9.36 197-290-056 $9.36 197-290-057 $9.36 197-301-001 $9.36 197-301-002 $9.36 197-301-003 $9.36 197-301-004 $9.36 197-301-005 $9.36 197-301-011 $9.36 197-301-012 $9.36 Assessor's Parcel Number Assessment Amount 197-301-013 $9.36 197-302-002 $9.36 197-302-003 $9.36 197-302-004 $9.36 197-302-005 $9.36 197-302-006 $9.36 197-302-007 $9.36 197-302-008 $9.36 197-302-009 $9.36 197-302-010 $9.36 197-302-011 $9.36 197-302-012 $9.36 197-302-014 $9.36 197-302-015 $9.36 197-303-001 $9.36 197-303-002 $9.36 197-303-003 $9.36 197-303-004 $9.36 197-303-005 $9.36 197-303-006 $9.36 197-303-007 $9.36 197-310-001 $4.68 197-310-002 $4.68 197-310-003 $4.68 197-310-004 $4.68 197-310-005 $4.68 197-310-006 $4.68 197-310-007 $4.68 197-310-008 $4.68 197-310-009 $4.68 197-310-010 $4.68 197-310-011 $4.68 197-310-012 $4.68 197-310-013 $4.68 197-310-014 $4.68 197-310-015 $4.68 197-310-016 $4.68 197-310-017 $4.68 197-310-018 $4.68 197-310-019 $4.68 197-310-020 $4.68 197-310-021 $4.68 197-310-022 $4.68 197-310-023 $4.68 197-310-024 $4.68 197-310-025 $4.68 197-310-026 $4.68 197-310-027 $4.68 197-310-028 $4.68 197-310-029 $4.68 197-310-030 $4.68 197-310-031 $4.68 197-310-032 $4.68 197-310-033 $4.68 197-310-034 $4.68 197-310-035 $4.68 55 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 197-310-036 $4.68 197-310-037 $4.68 197-310-038 $4.68 197-310-039 $4.68 197-310-040 $4.68 197-310-041 $4.68 197-310-042 $4.68 197-310-043 $4.68 197-310-044 $4.68 197-310-045 $4.68 197-310-046 $4.68 197-310-047 $4.68 197-310-048 $4.68 197-310-049 $4.68 197-310-050 $4.68 197-310-051 $4.68 197-310-052 $4.68 197-310-053 $4.68 197-310-054 $4.68 197-310-055 $4.68 197-320-001 $4.68 197-320-002 $4.68 197-320-003 $4.68 197-320-004 $4.68 197-320-005 $4.68 197-320-006 $4.68 197-320-007 $4.68 197-320-008 $4.68 197-320-009 $4.68 197-320-010 $4.68 197-320-011 $4.68 197-320-012 $4.68 197-320-013 $4.68 197-320-014 $4.68 197-320-015 $4.68 197-320-016 $4.68 197-320-017 $4.68 197-320-018 $4.68 197-320-019 $4.68 197-320-020 $4.68 197-320-021 $4.68 197-320-022 $4.68 197-320-023 $4.68 197-320-024 $4.68 197-320-025 $4.68 197-320-026 $4.68 197-320-027 $4.68 197-320-028 $4.68 197-320-029 $4.68 197-320-030 $4.68 197-320-031 $4.68 197-320-032 $4.68 197-330-001 $4.68 197-330-002 $4.68 197-330-003 $4.68 197-330-004 $4.68 Assessor's Parcel Number Assessment Amount 197-330-005 $4.68 197-330-006 $4.68 197-330-007 $4.68 197-330-008 $4.68 197-330-009 $4.68 197-340-001 $9.36 197-340-002 $9.36 197-340-003 $9.36 197-340-004 $9.36 197-340-005 $9.36 197-340-006 $9.36 197-340-007 $9.36 197-340-008 $9.36 197-350-002 $9.36 197-350-003 $9.36 197-350-004 $9.36 197-350-008 $9.36 197-350-010 $9.36 197-350-011 $9.36 197-350-012 $9.36 197-350-013 $9.36 197-350-014 $9.36 197-350-015 $9.36 197-350-018 $9.36 197-350-019 $9.36 197-350-020 $9.36 197-350-021 $9.36 197-350-022 $9.36 197-350-027 $9.36 197-350-028 $9.36 197-350-030 $9.36 197-350-031 $9.36 197-350-032 $9.36 197-360-004 $9.36 197-360-010 $9.36 197-360-011 $9.36 197-360-013 $9.36 197-360-015 $9.36 197-360-019 $9.36 197-360-020 $9.36 197-360-025 $9.36 197-360-026 $9.36 197-360-028 $9.36 197-360-029 $9.36 197-360-030 $9.36 197-360-031 $9.36 197-371-005 $9.36 197-371-006 $9.36 197-371-007 $9.36 197-371-009 $9.36 197-371-011 $9.36 197-371-012 $9.36 197-371-014 $9.36 197-380-019 $9.36 197-380-029 $9.36 197-380-037 $9.36 Assessor's Parcel Number Assessment Amount 197-380-039 $9.36 197-380-040 $9.36 197-380-041 $9.36 197-380-042 $9.36 197-380-043 $9.36 197-380-046 $9.36 197-380-049 $9.36 197-380-052 $9.36 197-380-053 $9.36 197-380-054 $9.36 197-390-001 $9.36 197-390-002 $9.36 197-390-003 $9.36 197-390-004 $9.36 197-390-005 $9.36 197-390-006 $9.36 197-390-007 $9.36 197-390-008 $9.36 197-390-011 $9.36 197-390-012 $9.36 197-390-013 $9.36 197-390-014 $9.36 197-390-015 $9.36 197-390-016 $9.36 197-390-017 $9.36 197-390-018 $9.36 197-390-020 $9.36 197-400-001 $9.36 197-400-002 $9.36 197-400-003 $9.36 197-400-004 $9.36 197-400-007 $9.36 197-400-008 $9.36 197-400-009 $4.68 197-400-010 $9.36 197-400-011 $9.36 197-400-012 $9.36 197-400-013 $9.36 197-400-014 $9.36 197-410-001 $4.68 197-410-002 $4.68 197-410-003 $4.68 197-410-004 $4.68 197-410-005 $4.68 197-410-006 $4.68 197-410-007 $4.68 197-410-008 $4.68 197-410-009 $4.68 197-410-010 $4.68 197-410-011 $4.68 197-410-012 $4.68 197-420-006 $4.68 197-420-007 $4.68 197-420-008 $4.68 197-420-009 $4.68 197-420-010 $4.68 Assessor's Parcel Number Assessment Amount 197-420-011 $4.68 197-420-012 $4.68 197-420-013 $4.68 197-420-014 $4.68 197-420-015 $4.68 197-420-016 $4.68 197-420-017 $4.68 197-420-018 $4.68 197-420-019 $4.68 197-420-020 $4.68 197-420-021 $4.68 197-420-022 $4.68 197-420-023 $4.68 197-420-024 $4.68 197-420-025 $4.68 197-420-026 $4.68 197-420-027 $4.68 197-420-028 $4.68 197-420-029 $4.68 197-420-030 $4.68 197-420-031 $4.68 197-420-032 $4.68 197-420-033 $4.68 197-420-034 $4.68 197-420-035 $4.68 197-430-001 $4.68 197-430-002 $4.68 197-430-003 $4.68 197-430-004 $4.68 197-430-005 $4.68 197-430-006 $4.68 197-430-007 $4.68 197-430-008 $4.68 197-430-009 $4.68 197-430-010 $4.68 197-440-005 $9.36 197-440-006 $9.36 197-440-007 $9.36 197-440-008 $9.36 197-440-009 $9.36 197-440-010 $9.36 197-440-011 $9.36 197-440-012 $9.36 197-440-013 $9.36 197-440-014 $9.36 197-440-015 $9.36 197-440-016 $9.36 197-440-017 $9.36 197-440-018 $9.36 197-440-019 $9.36 197-450-001 $4.68 197-450-002 $4.68 197-450-003 $9.36 197-450-004 $9.36 197-450-005 $9.36 197-450-006 $9.36 56 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 197-450-007 $9.36 197-450-008 $9.36 197-450-009 $9.36 197-450-010 $9.36 197-450-011 $9.36 197-450-012 $9.36 197-450-013 $9.36 197-450-014 $9.36 197-450-015 $9.36 197-450-016 $9.36 197-460-008 $9.36 197-460-009 $9.36 197-460-010 $9.36 197-460-011 $9.36 197-460-012 $9.36 197-460-013 $9.36 197-460-014 $9.36 197-460-015 $9.36 197-460-016 $9.36 197-460-017 $9.36 197-470-001 $9.36 197-470-002 $9.36 197-470-003 $9.36 197-470-004 $9.36 197-470-005 $9.36 197-470-006 $9.36 197-470-007 $9.36 197-470-008 $9.36 197-470-009 $9.36 197-470-010 $9.36 197-470-011 $9.36 197-470-012 $9.36 197-470-013 $9.36 197-470-014 $9.36 197-470-015 $9.36 197-470-016 $9.36 197-470-017 $9.36 197-470-018 $9.36 197-470-019 $9.36 197-470-021 $9.36 197-470-031 $9.36 197-470-033 $9.36 197-480-001 $9.36 197-480-002 $9.36 197-480-003 $9.36 197-480-004 $9.36 197-480-005 $9.36 198-010-013 $9.36 198-010-016 $9.36 198-010-019 $17.32 198-010-020 $21.72 198-020-003 $9.36 198-020-008 $9.36 198-020-009 $9.36 198-020-010 $9.36 198-020-011 $9.36 Assessor's Parcel Number Assessment Amount 198-020-012 $9.36 198-020-018 $9.36 198-020-019 $9.36 198-020-020 $9.36 198-020-021 $9.36 198-020-024 $9.36 198-020-030 $9.36 198-020-032 $9.36 198-020-033 $9.36 198-020-034 $9.36 198-020-035 $9.36 198-020-039 $9.36 198-020-040 $9.36 198-020-041 $9.36 198-020-042 $9.36 198-020-043 $9.36 198-020-044 $9.36 198-020-045 $9.36 198-020-046 $9.36 198-020-047 $9.36 198-020-048 $9.36 198-020-052 $9.36 198-020-053 $9.36 198-020-054 $9.36 198-020-055 $9.36 198-020-059 $9.36 198-020-060 $9.36 198-030-004 $9.36 198-030-006 $9.36 198-030-007 $9.36 198-030-008 $9.36 198-030-009 $9.36 198-030-010 $9.36 198-030-011 $9.36 198-030-012 $9.36 198-030-013 $9.36 198-030-014 $9.36 198-030-015 $9.36 198-030-018 $9.36 198-030-019 $9.36 198-030-020 $9.36 198-030-021 $9.36 198-030-022 $9.36 198-030-023 $9.36 198-030-030 $9.36 198-030-032 $9.36 198-030-033 $9.36 198-030-034 $9.36 198-030-035 $9.36 198-030-038 $9.36 198-030-039 $9.36 198-040-002 $9.36 198-040-003 $9.36 198-040-004 $9.36 198-040-005 $9.36 198-040-007 $9.36 Assessor's Parcel Number Assessment Amount 198-040-008 $9.36 198-040-009 $9.36 198-040-017 $9.36 198-040-018 $9.36 198-040-019 $9.36 198-040-020 $9.36 198-040-023 $9.36 198-040-024 $9.36 198-040-026 $9.36 198-040-027 $9.36 198-040-028 $9.36 198-040-029 $9.36 198-040-030 $9.36 198-040-031 $9.36 198-040-032 $9.36 198-040-033 $9.36 198-040-034 $9.36 198-040-035 $9.36 198-040-036 $9.36 198-040-037 $9.36 198-050-006 $9.36 198-050-007 $9.36 198-050-010 $9.36 198-050-011 $9.36 198-050-012 $9.36 198-050-013 $9.36 198-050-014 $9.36 198-050-015 $9.36 198-050-016 $9.36 198-050-017 $9.36 198-050-018 $9.36 198-050-019 $9.36 198-050-020 $9.36 198-050-021 $9.36 198-050-022 $9.36 198-050-025 $9.36 198-050-026 $9.36 198-050-027 $9.36 198-050-028 $9.36 198-050-029 $9.36 198-050-030 $9.36 198-050-031 $9.36 198-050-032 $9.36 198-050-033 $9.36 198-050-034 $9.36 198-050-035 $9.36 198-050-036 $9.36 198-050-037 $9.36 198-050-038 $9.36 198-050-039 $9.36 198-050-040 $9.36 198-050-041 $9.36 198-050-042 $9.36 198-050-043 $9.36 198-050-044 $9.36 198-050-045 $9.36 Assessor's Parcel Number Assessment Amount 198-050-046 $9.36 198-050-047 $9.36 198-050-048 $9.36 198-050-049 $9.36 198-050-050 $9.36 198-061-004 $28.08 198-061-008 $9.36 198-061-009 $9.36 198-061-011 $9.36 198-061-012 $10.38 198-061-016 $9.36 198-062-002 $9.36 198-062-003 $9.36 198-062-004 $9.36 198-062-005 $9.36 198-062-006 $9.36 198-062-007 $9.36 198-062-008 $9.36 198-062-009 $9.36 198-062-010 $9.36 198-062-011 $9.36 198-062-014 $9.36 198-062-019 $9.36 198-062-020 $9.36 198-062-021 $9.36 198-062-022 $9.36 198-062-023 $9.36 198-062-024 $9.36 198-062-026 $9.36 198-062-027 $9.36 198-062-028 $9.36 198-062-029 $9.36 198-062-030 $9.36 198-062-031 $9.36 198-062-032 $9.36 198-062-033 $9.36 198-062-034 $9.36 198-063-001 $9.36 198-063-002 $9.36 198-063-003 $9.36 198-063-004 $9.36 198-063-005 $9.36 198-063-006 $9.36 198-063-007 $9.36 198-063-008 $9.36 198-063-009 $9.36 198-063-010 $9.36 198-063-011 $9.36 198-063-012 $9.36 198-063-013 $9.36 198-063-014 $9.36 198-063-015 $9.36 198-063-016 $9.36 198-071-002 $9.36 198-071-003 $9.36 198-071-004 $9.36 57 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 198-071-005 $9.36 198-071-006 $9.36 198-072-001 $9.36 198-072-002 $9.36 198-073-001 $9.36 198-073-002 $9.36 198-073-003 $9.36 198-074-001 $9.36 198-074-002 $9.36 198-074-003 $9.36 198-074-004 $9.36 198-081-001 $9.36 198-081-002 $9.36 198-081-003 $9.36 198-081-004 $9.36 198-081-006 $9.36 198-081-007 $9.36 198-081-008 $9.36 198-081-009 $9.36 198-081-010 $9.36 198-081-011 $9.36 198-081-012 $9.36 198-081-013 $9.36 198-081-014 $9.36 198-081-015 $9.36 198-081-016 $9.36 198-081-017 $9.36 198-081-018 $9.36 198-081-019 $9.36 198-081-020 $9.36 198-081-021 $9.36 198-081-022 $9.36 198-082-001 $9.36 198-082-002 $9.36 198-082-003 $9.36 198-082-004 $9.36 198-082-005 $9.36 198-082-006 $9.36 198-082-007 $9.36 198-082-008 $9.36 198-082-009 $9.36 198-082-010 $9.36 198-091-001 $9.36 198-091-003 $9.36 198-091-004 $9.36 198-091-005 $9.36 198-091-006 $9.36 198-091-007 $9.36 198-092-001 $9.36 198-092-002 $9.36 198-092-003 $9.36 198-092-004 $9.36 198-093-001 $9.36 198-093-002 $9.36 198-093-003 $9.36 198-093-004 $9.36 Assessor's Parcel Number Assessment Amount 198-093-005 $9.36 198-093-006 $9.36 198-093-007 $9.36 198-093-008 $9.36 198-093-009 $9.36 198-094-001 $9.36 198-094-002 $9.36 198-094-003 $9.36 198-094-005 $9.36 198-094-006 $9.36 198-100-005 $9.36 198-100-006 $9.36 198-100-011 $9.36 198-100-012 $9.36 198-111-001 $9.36 198-111-002 $9.36 198-111-003 $9.36 198-111-004 $9.36 198-111-005 $9.36 198-111-006 $9.36 198-111-007 $9.36 198-111-008 $9.36 198-111-009 $9.36 198-111-010 $9.36 198-111-011 $9.36 198-111-012 $9.36 198-111-013 $9.36 198-111-014 $9.36 198-111-015 $9.36 198-111-016 $9.36 198-111-017 $9.36 198-111-020 $9.36 198-111-021 $9.36 198-111-022 $9.36 198-111-025 $9.36 198-111-032 $9.36 198-111-033 $9.36 198-111-037 $9.36 198-111-039 $9.36 198-111-040 $9.36 198-111-041 $9.36 198-111-042 $9.36 198-111-043 $9.36 198-112-001 $9.36 198-112-002 $9.36 198-112-003 $9.36 198-112-004 $9.36 198-112-005 $9.36 198-112-006 $9.36 198-112-007 $9.36 198-112-008 $9.36 198-112-009 $9.36 198-112-010 $9.36 198-112-011 $9.36 198-112-012 $9.36 198-120-002 $9.36 Assessor's Parcel Number Assessment Amount 198-120-003 $9.36 198-120-004 $9.36 198-120-005 $9.36 198-120-006 $9.36 198-120-007 $9.36 198-120-008 $9.36 198-120-009 $9.36 198-120-010 $9.36 198-120-011 $9.36 198-120-012 $9.36 198-120-017 $9.36 198-120-018 $9.36 198-120-019 $9.36 198-131-001 $9.36 198-131-002 $9.36 198-131-003 $9.36 198-131-004 $9.36 198-131-005 $9.36 198-131-006 $9.36 198-131-007 $9.36 198-131-008 $9.36 198-131-009 $9.36 198-131-010 $9.36 198-131-011 $9.36 198-131-012 $9.36 198-131-013 $9.36 198-131-014 $9.36 198-131-015 $9.36 198-131-016 $9.36 198-131-017 $9.36 198-131-018 $9.36 198-131-019 $9.36 198-131-020 $9.36 198-131-021 $9.36 198-131-022 $9.36 198-131-023 $9.36 198-131-024 $9.36 198-131-025 $9.36 198-131-026 $9.36 198-131-027 $9.36 198-131-028 $9.36 198-131-029 $9.36 198-131-030 $9.36 198-132-004 $9.36 198-132-006 $9.36 198-132-007 $4.68 198-132-008 $9.36 198-132-012 $9.36 198-132-013 $9.36 198-132-014 $9.36 198-132-021 $9.36 198-132-022 $9.36 198-132-023 $9.36 198-132-024 $9.36 198-140-003 $9.36 198-140-004 $9.36 Assessor's Parcel Number Assessment Amount 198-140-005 $9.36 198-140-006 $9.36 198-140-007 $9.36 198-140-008 $9.36 198-140-009 $9.36 198-140-010 $9.36 198-140-011 $9.36 198-140-012 $9.36 198-140-013 $9.36 198-140-014 $9.36 198-140-015 $9.36 198-140-016 $9.36 198-140-017 $9.36 198-140-018 $9.36 198-140-019 $9.36 198-140-020 $9.36 198-140-021 $9.36 198-140-024 $9.36 198-140-025 $9.36 198-140-026 $9.36 198-140-027 $9.36 198-140-028 $9.36 198-140-029 $9.36 198-140-030 $9.36 198-140-031 $9.36 198-140-032 $9.36 198-140-033 $9.36 198-140-034 $9.36 198-140-035 $9.36 198-140-036 $9.36 198-140-040 $9.36 198-140-044 $9.36 198-140-045 $9.36 198-151-001 $9.36 198-151-002 $9.36 198-151-003 $9.36 198-151-004 $9.36 198-151-005 $9.36 198-151-006 $9.36 198-152-001 $9.36 198-152-002 $9.36 198-152-003 $9.36 198-152-004 $9.36 198-152-005 $9.36 198-152-009 $9.36 198-152-010 $4.68 198-152-011 $9.36 198-152-012 $9.36 198-152-013 $9.36 198-152-015 $9.36 198-152-017 $9.36 198-160-002 $9.36 198-160-003 $9.36 198-160-004 $9.36 198-160-005 $9.36 198-160-006 $9.36 58 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 198-160-007 $9.36 198-160-008 $9.36 198-160-009 $9.36 198-160-010 $9.36 198-160-011 $9.36 198-160-012 $9.36 198-160-013 $9.36 198-160-014 $9.36 198-160-018 $9.36 198-160-019 $9.36 198-160-020 $9.36 198-160-021 $9.36 198-160-022 $9.36 198-160-023 $9.36 198-160-024 $9.36 198-160-025 $9.36 198-160-026 $9.36 198-160-027 $9.36 198-160-028 $9.36 198-160-029 $9.36 198-160-030 $9.36 198-160-031 $9.36 198-160-032 $9.36 198-160-033 $9.36 198-160-035 $9.36 198-160-036 $9.36 198-160-037 $9.36 198-160-038 $9.36 198-160-039 $9.36 198-170-006 $4.68 198-170-008 $28.08 198-190-010 $9.36 198-190-011 $9.36 198-190-012 $9.36 198-190-013 $9.36 198-190-018 $9.36 198-190-019 $9.36 198-190-021 $9.36 198-190-022 $9.36 198-190-025 $9.36 198-190-026 $9.36 198-190-027 $9.36 198-190-029 $9.36 198-190-032 $9.36 198-190-033 $9.36 198-190-038 $9.36 198-190-040 $9.36 198-190-041 $9.36 198-200-001 $9.36 198-200-003 $9.36 198-200-005 $9.36 198-200-006 $9.36 198-200-007 $9.36 198-200-008 $9.36 198-200-009 $9.36 198-200-015 $9.36 Assessor's Parcel Number Assessment Amount 198-200-018 $9.36 198-200-019 $9.36 198-200-020 $9.36 198-200-021 $9.36 198-200-022 $9.36 198-200-023 $9.36 198-200-024 $9.36 198-220-002 $9.36 198-220-006 $9.36 198-220-008 $9.36 198-220-016 $9.36 198-220-017 $9.36 198-220-018 $9.36 198-220-019 $9.36 198-220-023 $9.36 198-220-024 $9.36 198-220-027 $9.36 198-220-029 $9.36 198-220-030 $9.36 198-220-031 $9.36 198-220-032 $9.36 198-220-033 $9.36 198-220-036 $9.36 198-220-039 $9.36 198-220-040 $9.36 198-220-041 $9.36 198-220-042 $9.36 198-220-045 $9.36 198-220-047 $9.36 198-220-049 $9.36 198-220-050 $9.36 198-220-051 $4.68 198-220-052 $4.68 198-220-053 $9.36 198-220-055 $4.68 198-220-056 $9.36 198-230-002 $9.36 198-230-008 $9.36 198-230-010 $9.36 198-230-011 $9.36 198-230-013 $9.36 198-230-014 $9.36 198-230-015 $9.36 198-230-017 $9.36 198-251-002 $9.36 198-251-003 $9.36 198-251-004 $9.36 198-251-005 $9.36 198-251-008 $9.36 198-251-010 $9.36 198-252-001 $9.36 198-252-002 $9.36 198-252-003 $9.36 198-252-004 $9.36 198-252-005 $9.36 198-252-006 $9.36 Assessor's Parcel Number Assessment Amount 198-252-007 $9.36 198-252-008 $9.36 198-252-009 $9.36 198-252-010 $9.36 198-252-011 $9.36 198-252-012 $9.36 198-252-013 $9.36 198-252-014 $9.36 198-252-016 $9.36 198-252-020 $9.36 198-252-021 $9.36 198-261-001 $9.36 198-261-002 $9.36 198-261-003 $9.36 198-261-004 $9.36 198-261-005 $9.36 198-261-006 $9.36 198-261-007 $9.36 198-261-008 $9.36 198-261-009 $9.36 198-261-010 $9.36 198-261-011 $9.36 198-261-012 $9.36 198-261-014 $9.36 198-262-001 $9.36 198-262-002 $4.68 198-262-003 $4.68 198-262-004 $4.68 198-270-001 $9.36 198-270-002 $9.36 198-270-003 $9.36 198-270-004 $9.36 198-270-005 $9.36 198-270-006 $9.36 198-270-007 $9.36 198-270-008 $9.36 198-270-009 $9.36 198-270-010 $9.36 198-270-011 $9.36 198-270-012 $9.36 198-270-013 $9.36 198-270-014 $9.36 198-270-015 $9.36 198-270-016 $9.36 198-270-017 $9.36 198-280-001 $9.36 198-280-002 $9.36 198-280-003 $9.36 198-280-005 $9.36 198-280-006 $9.36 198-280-007 $9.36 198-280-008 $9.36 198-280-011 $9.36 198-280-012 $9.36 198-280-013 $9.36 198-280-014 $9.36 Assessor's Parcel Number Assessment Amount 198-280-015 $9.36 198-280-016 $9.36 198-280-017 $9.36 198-280-018 $9.36 198-290-001 $9.36 198-290-003 $9.36 198-290-004 $9.36 198-290-005 $9.36 198-290-006 $9.36 198-290-007 $9.36 198-290-008 $9.36 198-290-013 $9.36 198-290-027 $9.36 198-290-028 $9.36 198-290-029 $9.36 198-290-032 $9.36 198-290-033 $9.36 198-290-034 $9.36 198-290-040 $9.36 198-290-041 $9.36 198-290-042 $9.36 198-290-043 $9.36 198-290-045 $9.36 198-290-046 $9.36 198-290-047 $9.36 198-290-048 $9.36 198-290-049 $9.36 201-010-001 $9.36 201-010-002 $9.36 201-010-003 $9.36 201-010-004 $9.36 201-010-005 $9.36 201-010-006 $9.36 201-010-007 $9.36 201-010-008 $9.36 201-010-009 $9.36 201-010-010 $9.36 201-010-011 $9.36 201-010-012 $9.36 201-010-013 $9.36 201-010-014 $9.36 201-010-015 $9.36 201-010-016 $9.36 201-010-017 $9.36 201-010-018 $9.36 201-021-003 $9.36 201-022-003 $9.36 201-022-004 $9.36 201-022-005 $9.36 201-022-006 $9.36 201-030-001 $9.36 201-030-002 $9.36 201-030-003 $9.36 201-030-004 $9.36 201-030-005 $9.36 201-030-006 $9.36 59 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 36 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2852 MR LEVY CODE: Alamo Area Assessor's Parcel Number Assessment Amount 201-030-008 $9.36 201-030-009 $9.36 201-030-010 $9.36 201-030-011 $9.36 201-030-012 $9.36 201-030-013 $9.36 201-040-001 $9.36 201-040-002 $9.36 201-040-003 $9.36 201-040-004 $9.36 201-040-005 $9.36 201-040-006 $9.36 201-040-007 $9.36 201-040-008 $9.36 201-040-009 $9.36 201-040-010 $9.36 201-040-011 $9.36 201-040-012 $9.36 201-040-013 $9.36 201-040-014 $9.36 201-040-015 $9.36 201-040-016 $9.36 201-040-017 $9.36 201-040-018 $9.36 201-040-019 $9.36 201-040-020 $9.36 201-040-021 $9.36 201-040-022 $9.36 201-050-023 $9.36 201-050-024 $9.36 201-050-025 $9.36 201-050-026 $9.36 201-050-027 $9.36 201-050-028 $9.36 201-050-029 $9.36 201-050-030 $9.36 201-050-031 $9.36 201-050-032 $9.36 201-050-033 $9.36 201-050-034 $9.36 201-050-035 $9.36 201-050-036 $9.36 201-050-037 $9.36 201-050-039 $9.36 201-050-040 $9.36 201-050-043 $9.36 201-050-045 $9.36 201-050-046 $9.36 201-050-047 $9.36 201-050-053 $9.36 201-050-054 $9.36 201-050-055 $9.36 201-050-056 $9.36 201-050-059 $9.36 201-061-002 $9.36 201-061-003 $9.36 Assessor's Parcel Number Assessment Amount 201-061-004 $9.36 201-061-005 $9.36 201-061-006 $9.36 201-061-008 $9.36 201-062-001 $9.36 201-062-002 $9.36 201-062-003 $9.36 201-062-006 $9.36 201-062-007 $9.36 201-062-008 $9.36 201-062-009 $9.36 201-062-010 $9.36 201-062-011 $9.36 201-063-001 $9.36 201-063-002 $9.36 201-063-003 $9.36 201-063-004 $9.36 201-063-005 $9.36 201-063-006 $9.36 201-063-007 $9.36 201-063-008 $9.36 201-063-009 $9.36 201-063-010 $9.36 201-063-012 $9.36 201-063-013 $9.36 201-070-003 $9.36 201-070-009 $9.36 201-070-010 $9.36 201-070-016 $4.68 201-070-017 $9.36 201-070-018 $9.36 201-070-019 $9.36 201-070-020 $9.36 201-081-001 $9.36 201-081-002 $9.36 201-081-003 $9.36 201-082-001 $9.36 201-082-002 $9.36 201-082-003 $9.36 201-082-004 $9.36 201-082-005 $9.36 201-082-006 $9.36 201-082-007 $9.36 201-082-008 $9.36 201-082-012 $9.36 201-082-013 $9.36 201-082-014 $9.36 201-082-016 $9.36 201-082-019 $9.36 201-091-001 $9.36 201-091-002 $9.36 201-091-003 $9.36 201-091-004 $9.36 201-091-005 $9.36 201-091-006 $9.36 201-091-007 $9.36 Assessor's Parcel Number Assessment Amount 201-091-008 $9.36 201-091-009 $9.36 201-091-010 $9.36 201-091-011 $9.36 201-091-012 $9.36 201-091-013 $9.36 201-091-014 $9.36 201-092-001 $9.36 201-092-002 $9.36 201-092-003 $9.36 201-092-004 $9.36 201-092-005 $9.36 201-092-006 $9.36 201-092-007 $9.36 201-092-008 $9.36 201-092-009 $9.36 201-100-014 $9.36 201-100-015 $9.36 201-100-019 $9.36 201-100-020 $9.36 201-100-021 $9.36 5509Total Parcels: $50,521.52 Total Assessment: 60 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 37 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2853 LV LEVY CODE: Clyde Area Assessor's Parcel Number Assessment Amount 100-291-017 $41.76 100-291-018 $41.76 100-291-019 $41.76 100-291-020 $41.76 100-291-021 $41.76 100-291-022 $41.76 100-291-023 $41.76 100-291-024 $41.76 100-291-025 $41.76 100-291-026 $41.76 100-292-017 $41.76 100-292-018 $41.76 100-292-019 $41.76 100-292-020 $41.76 100-292-021 $41.76 100-292-022 $41.76 100-292-023 $41.76 100-292-024 $41.76 100-292-025 $41.76 100-292-026 $41.76 100-292-027 $41.76 100-293-001 $41.76 100-293-002 $41.76 100-293-003 $41.76 100-293-005 $41.76 100-293-006 $41.76 100-293-007 $41.76 100-293-008 $41.76 100-293-009 $41.76 100-293-013 $41.76 100-293-015 $41.76 100-293-016 $41.76 100-293-017 $41.76 100-293-018 $41.76 100-301-019 $41.76 100-301-020 $41.76 100-301-021 $41.76 100-301-022 $41.76 100-301-023 $41.76 100-301-024 $41.76 100-301-025 $41.76 100-301-026 $41.76 100-301-027 $41.76 100-301-028 $41.76 100-301-029 $41.76 100-301-030 $41.76 100-301-031 $41.76 100-301-032 $41.76 100-301-033 $41.76 100-301-034 $41.76 100-301-035 $41.76 100-302-018 $41.76 100-302-019 $41.76 100-302-020 $41.76 100-302-021 $41.76 100-302-022 $41.76 Assessor's Parcel Number Assessment Amount 100-302-023 $41.76 100-302-024 $41.76 100-302-025 $41.76 100-302-026 $41.76 100-302-027 $41.76 100-302-028 $41.76 100-302-029 $41.76 100-302-030 $41.76 100-302-031 $41.76 100-302-032 $41.76 100-302-033 $41.76 100-302-034 $41.76 100-303-002 $41.76 100-303-003 $41.76 100-303-004 $41.76 100-303-005 $41.76 100-303-006 $41.76 100-303-007 $41.76 100-303-008 $20.88 100-303-009 $41.76 100-303-010 $41.76 100-303-011 $41.76 100-303-012 $41.76 100-303-013 $41.76 100-303-014 $41.76 100-303-015 $41.76 100-303-016 $41.76 100-303-019 $41.76 100-304-002 $41.76 100-304-007 $41.76 100-304-008 $41.76 100-311-025 $41.76 100-311-028 $41.76 100-311-029 $41.76 100-311-030 $41.76 100-311-031 $41.76 100-311-032 $41.76 100-311-033 $41.76 100-311-034 $41.76 100-311-035 $41.76 100-311-036 $41.76 100-311-037 $41.76 100-311-038 $41.76 100-311-039 $41.76 100-311-040 $41.76 100-311-041 $41.76 100-311-042 $41.76 100-311-043 $41.76 100-311-044 $41.76 100-311-045 $41.76 100-311-046 $41.76 100-312-024 $41.76 100-312-025 $41.76 100-312-026 $41.76 100-312-027 $41.76 100-312-028 $41.76 Assessor's Parcel Number Assessment Amount 100-312-029 $41.76 100-312-030 $41.76 100-312-031 $41.76 100-312-032 $41.76 100-312-033 $41.76 100-312-034 $41.76 100-312-035 $41.76 100-312-036 $41.76 100-312-037 $41.76 100-312-038 $41.76 100-312-039 $41.76 100-313-015 $41.76 100-313-018 $41.76 100-313-020 $41.76 100-313-021 $41.76 100-313-025 $41.76 100-313-028 $41.76 100-313-029 $41.76 100-313-032 $41.76 100-313-034 $41.76 100-313-041 $41.76 100-313-043 $41.76 100-313-045 $41.76 100-313-046 $41.76 100-313-047 $41.76 100-313-048 $41.76 100-313-049 $41.76 100-313-050 $41.76 100-314-004 $41.76 100-314-005 $41.76 100-321-016 $41.76 100-321-025 $41.76 100-321-027 $41.76 100-321-028 $41.76 100-321-029 $41.76 100-321-038 $20.88 100-321-039 $41.76 100-321-040 $334.08 100-321-041 $45.52 100-321-045 $41.76 100-321-047 $41.76 100-321-048 $41.76 100-321-049 $41.76 100-321-050 $41.76 100-321-051 $41.76 100-321-052 $41.76 100-321-054 $41.76 100-321-056 $20.88 100-321-057 $20.88 100-401-011 $41.76 100-401-012 $41.76 100-401-013 $41.76 100-401-014 $41.76 100-401-015 $41.76 100-401-017 $41.76 100-401-024 $41.76 Assessor's Parcel Number Assessment Amount 100-401-025 $41.76 100-401-026 $41.76 100-401-027 $41.76 100-401-028 $41.76 100-401-029 $41.76 100-401-030 $41.76 100-401-031 $41.76 100-401-032 $41.76 100-401-033 $41.76 100-401-034 $41.76 100-401-035 $41.76 100-401-036 $41.76 100-401-037 $41.76 100-401-038 $41.76 100-401-039 $41.76 100-401-040 $41.76 100-401-041 $41.76 100-401-042 $41.76 100-401-043 $41.76 100-401-044 $41.76 100-401-045 $41.76 100-401-046 $41.76 100-410-004 $41.76 100-410-005 $41.76 100-410-006 $41.76 100-410-007 $41.76 100-410-008 $41.76 100-410-009 $41.76 100-410-010 $41.76 100-410-011 $41.76 100-410-012 $41.76 100-410-013 $41.76 100-410-014 $41.76 100-410-015 $41.76 100-410-016 $41.76 100-410-017 $41.76 100-410-018 $41.76 100-410-019 $41.76 100-410-020 $41.76 100-410-021 $41.76 100-410-022 $41.76 100-410-023 $41.76 100-410-024 $41.76 100-410-025 $41.76 100-410-026 $41.76 100-410-027 $41.76 100-410-028 $41.76 100-410-029 $41.76 100-410-030 $41.76 100-410-031 $41.76 100-411-001 $41.76 100-411-002 $41.76 100-411-003 $41.76 100-411-004 $41.76 100-411-005 $41.76 100-411-006 $41.76 61 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 37 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2853 LV LEVY CODE: Clyde Area Assessor's Parcel Number Assessment Amount 100-411-007 $41.76 100-411-008 $41.76 100-411-009 $41.76 100-411-010 $41.76 100-411-011 $41.76 100-411-012 $41.76 100-411-013 $41.76 100-411-014 $41.76 100-411-015 $41.76 100-411-016 $41.76 100-412-001 $41.76 100-412-002 $41.76 100-412-003 $41.76 100-412-004 $41.76 100-412-005 $41.76 100-412-006 $41.76 100-412-007 $41.76 100-412-008 $41.76 100-412-009 $41.76 100-412-010 $41.76 100-412-011 $41.76 100-412-012 $41.76 100-412-013 $41.76 100-412-014 $41.76 100-412-015 $20.88 100-412-016 $41.76 100-412-017 $41.76 100-412-018 $41.76 100-412-019 $41.76 100-412-020 $41.76 100-412-021 $41.76 100-420-001 $41.76 100-420-002 $41.76 100-420-003 $41.76 100-420-004 $41.76 100-420-005 $41.76 100-420-006 $41.76 100-420-007 $41.76 100-420-008 $41.76 100-420-009 $41.76 100-420-010 $41.76 100-420-011 $41.76 100-420-012 $41.76 100-420-013 $41.76 100-420-014 $41.76 100-420-015 $41.76 100-420-018 $41.76 100-420-019 $41.76 100-420-020 $41.76 100-430-001 $41.76 100-430-002 $41.76 100-430-003 $41.76 100-430-007 $41.76 100-430-008 $41.76 100-430-009 $41.76 100-430-010 $41.76 Assessor's Parcel Number Assessment Amount 100-430-011 $41.76 100-430-012 $41.76 100-430-014 $41.76 100-430-015 $41.76 100-430-016 $41.76 100-430-017 $41.76 286Total Parcels: $12,135.04 Total Assessment: 62 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-020-009 $96.12 357-020-010 $48.06 357-020-025 $19.54 357-041-001 $32.04 357-041-002 $32.04 357-041-003 $32.04 357-041-005 $32.04 357-041-010 $32.04 357-041-011 $16.02 357-041-013 $32.04 357-042-001 $32.04 357-042-003 $32.04 357-042-004 $16.02 357-042-005 $48.06 357-042-006 $48.06 357-042-007 $32.04 357-042-008 $16.02 357-042-009 $32.04 357-042-010 $32.04 357-042-011 $16.02 357-042-012 $32.04 357-042-013 $32.04 357-042-014 $16.02 357-042-015 $32.04 357-042-016 $16.02 357-042-017 $32.04 357-042-018 $32.04 357-042-022 $32.04 357-042-025 $32.04 357-042-028 $32.04 357-043-001 $96.12 357-043-003 $32.04 357-043-004 $32.04 357-044-001 $32.04 357-044-002 $32.04 357-044-003 $32.04 357-044-006 $32.04 357-044-007 $48.06 357-044-008 $32.04 357-044-009 $32.04 357-044-010 $32.04 357-044-011 $32.04 357-044-012 $32.04 357-044-014 $32.04 357-044-015 $32.04 357-044-016 $48.06 357-045-001 $64.08 357-045-002 $32.04 357-045-003 $32.04 357-045-004 $32.04 357-045-006 $32.04 357-045-007 $32.04 357-046-001 $32.04 357-046-002 $32.04 357-046-003 $32.04 357-046-004 $32.04 Assessor's Parcel Number Assessment Amount 357-046-005 $32.04 357-046-006 $32.04 357-046-007 $32.04 357-046-008 $32.04 357-046-009 $32.04 357-046-012 $32.04 357-046-013 $32.04 357-046-014 $32.04 357-046-015 $32.04 357-046-016 $32.04 357-046-017 $32.04 357-046-021 $32.04 357-046-024 $32.04 357-046-025 $32.04 357-046-026 $32.04 357-047-001 $32.04 357-047-002 $32.04 357-047-003 $32.04 357-047-007 $32.04 357-047-009 $32.04 357-047-010 $48.06 357-047-011 $32.04 357-047-012 $32.04 357-047-015 $64.08 357-047-016 $32.04 357-047-018 $32.04 357-047-019 $32.04 357-047-020 $32.04 357-051-002 $32.04 357-051-003 $32.04 357-051-004 $32.04 357-052-001 $32.04 357-052-002 $16.02 357-052-003 $32.04 357-052-004 $32.04 357-052-007 $32.04 357-052-008 $32.04 357-052-014 $48.06 357-052-015 $16.02 357-052-016 $32.04 357-052-017 $32.04 357-053-001 $32.04 357-053-002 $32.04 357-053-003 $32.04 357-053-004 $32.04 357-053-005 $32.04 357-053-006 $32.04 357-053-007 $32.04 357-053-010 $32.04 357-053-011 $32.04 357-053-014 $48.06 357-053-015 $48.06 357-053-016 $48.06 357-053-017 $96.12 357-053-018 $32.04 357-053-019 $32.04 Assessor's Parcel Number Assessment Amount 357-053-020 $32.04 357-054-004 $32.04 357-054-005 $32.04 357-054-006 $32.04 357-054-007 $32.04 357-054-008 $32.04 357-054-009 $32.04 357-054-010 $32.04 357-054-011 $80.10 357-054-014 $32.04 357-054-015 $32.04 357-054-016 $32.04 357-054-020 $32.04 357-054-021 $32.04 357-061-003 $32.04 357-061-004 $32.04 357-061-005 $16.02 357-061-009 $32.04 357-061-010 $16.02 357-061-011 $48.06 357-061-013 $32.04 357-061-015 $32.04 357-061-016 $32.04 357-061-017 $32.04 357-061-018 $32.04 357-061-019 $32.04 357-061-020 $32.04 357-061-022 $32.04 357-061-025 $32.04 357-061-026 $16.02 357-061-027 $32.04 357-061-028 $32.04 357-062-001 $32.04 357-062-002 $32.04 357-062-003 $32.04 357-062-004 $32.04 357-062-005 $32.04 357-062-006 $32.04 357-062-007 $32.04 357-062-008 $32.04 357-062-009 $32.04 357-062-011 $32.04 357-062-012 $32.04 357-062-016 $32.04 357-062-017 $32.04 357-063-003 $32.04 357-063-004 $32.04 357-063-006 $48.06 357-063-013 $32.04 357-063-014 $32.04 357-063-015 $32.04 357-063-017 $32.04 357-063-018 $16.02 357-071-001 $32.04 357-071-002 $32.04 357-071-003 $32.04 Assessor's Parcel Number Assessment Amount 357-071-004 $32.04 357-071-006 $32.04 357-071-007 $32.04 357-071-008 $32.04 357-071-009 $32.04 357-071-010 $32.04 357-071-011 $32.04 357-071-013 $32.04 357-071-014 $32.04 357-071-015 $32.04 357-071-016 $32.04 357-071-017 $32.04 357-071-018 $32.04 357-071-019 $32.04 357-071-020 $32.04 357-071-021 $32.04 357-071-022 $32.04 357-071-023 $32.04 357-071-024 $32.04 357-071-026 $32.04 357-071-027 $32.04 357-071-028 $32.04 357-071-029 $32.04 357-071-031 $32.04 357-071-032 $32.04 357-071-033 $32.04 357-071-034 $32.04 357-072-001 $32.04 357-072-004 $32.04 357-072-005 $32.04 357-072-006 $32.04 357-072-007 $32.04 357-072-008 $32.04 357-072-010 $32.04 357-072-012 $32.04 357-072-013 $32.04 357-072-014 $32.04 357-072-015 $32.04 357-072-017 $32.04 357-072-018 $32.04 357-072-019 $32.04 357-072-020 $32.04 357-072-021 $32.04 357-072-022 $32.04 357-072-026 $32.04 357-072-028 $32.04 357-072-029 $32.04 357-072-030 $32.04 357-073-001 $32.04 357-073-002 $32.04 357-073-003 $32.04 357-081-001 $480.60 357-081-002 $80.10 357-081-003 $16.02 357-081-004 $32.04 357-081-006 $32.04 63 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-081-007 $32.04 357-081-011 $32.04 357-081-012 $32.04 357-081-013 $32.04 357-081-014 $64.08 357-081-015 $16.02 357-081-017 $32.04 357-081-021 $32.04 357-081-029 $32.04 357-081-032 $32.04 357-081-033 $32.04 357-081-034 $32.04 357-081-035 $32.04 357-081-036 $32.04 357-081-037 $32.04 357-081-038 $32.04 357-082-002 $32.04 357-082-003 $32.04 357-082-004 $32.04 357-082-005 $32.04 357-082-006 $32.04 357-082-007 $32.04 357-082-008 $32.04 357-082-009 $32.04 357-082-010 $32.04 357-082-011 $32.04 357-082-012 $32.04 357-082-013 $48.06 357-082-014 $32.04 357-082-015 $32.04 357-082-016 $192.24 357-082-019 $32.04 357-082-022 $96.12 357-082-023 $32.04 357-082-025 $32.04 357-082-027 $32.04 357-082-028 $32.04 357-082-029 $32.04 357-082-030 $32.04 357-083-001 $32.04 357-083-003 $32.04 357-083-004 $32.04 357-083-005 $32.04 357-083-006 $32.04 357-083-007 $32.04 357-083-009 $32.04 357-083-012 $32.04 357-083-013 $32.04 357-083-014 $32.04 357-083-015 $32.04 357-083-016 $32.04 357-083-017 $32.04 357-083-018 $32.04 357-083-019 $32.04 357-083-020 $32.04 357-083-021 $32.04 Assessor's Parcel Number Assessment Amount 357-083-023 $32.04 357-083-024 $32.04 357-083-025 $32.04 357-083-026 $32.04 357-083-027 $32.04 357-083-028 $32.04 357-083-029 $32.04 357-083-030 $32.04 357-083-031 $32.04 357-083-032 $32.04 357-083-033 $32.04 357-091-005 $64.08 357-091-006 $32.04 357-091-007 $32.04 357-091-011 $32.04 357-091-012 $32.04 357-091-014 $32.04 357-091-015 $32.04 357-091-018 $32.04 357-091-019 $32.04 357-091-020 $32.04 357-091-021 $32.04 357-091-023 $32.04 357-091-030 $32.04 357-091-031 $32.04 357-091-032 $96.12 357-091-033 $32.04 357-091-034 $32.04 357-091-035 $32.04 357-091-036 $32.04 357-091-037 $32.04 357-091-039 $32.04 357-091-040 $32.04 357-091-041 $32.04 357-093-002 $32.04 357-093-003 $32.04 357-093-004 $32.04 357-093-006 $32.04 357-093-007 $32.04 357-093-008 $32.04 357-093-009 $32.04 357-093-010 $32.04 357-093-011 $32.04 357-093-012 $32.04 357-093-013 $32.04 357-093-014 $32.04 357-093-015 $32.04 357-093-016 $32.04 357-093-017 $32.04 357-093-018 $32.04 357-093-022 $32.04 357-093-023 $32.04 357-093-024 $32.04 357-093-025 $32.04 357-093-026 $32.04 357-093-027 $32.04 Assessor's Parcel Number Assessment Amount 357-093-028 $16.02 357-094-001 $32.04 357-094-002 $32.04 357-101-001 $128.16 357-101-002 $16.02 357-101-003 $32.04 357-101-004 $32.04 357-101-005 $32.04 357-101-006 $32.04 357-101-007 $352.44 357-102-001 $32.04 357-102-003 $32.04 357-102-004 $32.04 357-102-005 $32.04 357-102-006 $32.04 357-102-007 $32.04 357-102-008 $32.04 357-102-010 $32.04 357-102-011 $32.04 357-102-012 $16.02 357-102-013 $32.04 357-102-014 $32.04 357-103-001 $32.04 357-103-004 $64.08 357-103-006 $32.04 357-103-007 $32.04 357-103-008 $32.04 357-103-010 $32.04 357-103-013 $32.04 357-103-014 $32.04 357-103-015 $32.04 357-111-001 $32.04 357-111-002 $32.04 357-111-003 $32.04 357-111-009 $32.04 357-111-010 $16.02 357-111-012 $32.04 357-111-013 $32.04 357-111-014 $16.02 357-111-015 $32.04 357-111-017 $32.04 357-111-019 $32.04 357-111-020 $32.04 357-111-022 $32.04 357-111-023 $32.04 357-111-024 $32.04 357-111-025 $32.04 357-111-026 $32.04 357-111-027 $32.04 357-111-028 $32.04 357-111-029 $32.04 357-111-031 $16.02 357-111-034 $32.04 357-111-035 $32.04 357-111-036 $32.04 357-112-001 $32.04 Assessor's Parcel Number Assessment Amount 357-112-002 $32.04 357-112-003 $32.04 357-112-004 $32.04 357-112-005 $32.04 357-112-006 $32.04 357-112-007 $32.04 357-112-008 $32.04 357-112-009 $32.04 357-112-010 $32.04 357-112-011 $32.04 357-112-013 $32.04 357-112-014 $32.04 357-112-016 $32.04 357-112-017 $32.04 357-112-018 $32.04 357-112-019 $32.04 357-112-020 $32.04 357-112-021 $32.04 357-112-022 $32.04 357-112-023 $32.04 357-112-025 $32.04 357-112-026 $32.04 357-112-027 $32.04 357-113-001 $32.04 357-113-002 $32.04 357-113-003 $32.04 357-120-002 $32.04 357-120-003 $16.02 357-120-013 $32.04 357-120-014 $32.04 357-120-015 $32.04 357-120-016 $32.04 357-120-017 $32.04 357-120-018 $32.04 357-120-019 $32.04 357-120-020 $32.04 357-120-021 $32.04 357-120-022 $32.04 357-120-023 $32.04 357-120-024 $32.04 357-120-025 $32.04 357-120-026 $32.04 357-120-027 $32.04 357-120-028 $32.04 357-120-029 $32.04 357-120-030 $32.04 357-120-031 $32.04 357-120-032 $32.04 357-120-033 $32.04 357-120-034 $32.04 357-120-035 $32.04 357-120-036 $32.04 357-120-037 $32.04 357-120-038 $32.04 357-120-039 $32.04 357-120-040 $32.04 64 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-120-041 $32.04 357-120-042 $32.04 357-120-043 $32.04 357-120-044 $32.04 357-120-045 $32.04 357-120-046 $32.04 357-120-047 $32.04 357-120-048 $32.04 357-120-049 $32.04 357-120-050 $32.04 357-120-051 $32.04 357-120-052 $32.04 357-120-053 $32.04 357-120-054 $32.04 357-120-055 $32.04 357-120-056 $32.04 357-120-057 $32.04 357-120-058 $32.04 357-120-059 $32.04 357-120-060 $32.04 357-120-061 $32.04 357-120-062 $32.04 357-120-063 $32.04 357-120-064 $32.04 357-120-065 $32.04 357-120-066 $32.04 357-120-067 $32.04 357-120-068 $32.04 357-120-069 $32.04 357-120-070 $32.04 357-120-073 $801.00 357-131-001 $32.04 357-131-003 $32.04 357-131-005 $32.04 357-131-006 $32.04 357-131-007 $32.04 357-131-010 $32.04 357-131-012 $32.04 357-131-013 $32.04 357-131-014 $32.04 357-131-015 $32.04 357-131-016 $32.04 357-131-017 $32.04 357-131-019 $32.04 357-131-020 $32.04 357-131-021 $32.04 357-131-023 $32.04 357-132-017 $96.12 357-132-018 $32.04 357-132-019 $32.04 357-140-010 $16.02 357-140-011 $32.04 357-140-016 $16.02 357-140-032 $32.04 357-140-033 $240.30 357-140-037 $16.02 Assessor's Parcel Number Assessment Amount 357-140-039 $32.04 357-140-041 $32.04 357-140-043 $32.04 357-140-044 $32.04 357-140-045 $16.02 357-140-046 $176.22 357-140-047 $48.06 357-140-054 $32.04 357-140-056 $16.02 357-140-057 $16.02 357-140-058 $16.02 357-140-059 $16.02 357-140-060 $16.02 357-151-002 $16.02 357-151-008 $32.04 357-151-013 $32.04 357-151-014 $32.04 357-151-020 $32.04 357-151-027 $144.18 357-151-028 $16.02 357-151-029 $16.02 357-151-030 $16.02 357-151-031 $32.04 357-151-032 $32.04 357-151-035 $32.04 357-151-036 $208.26 357-151-037 $32.04 357-152-001 $32.04 357-152-002 $32.04 357-152-003 $32.04 357-152-004 $32.04 357-152-006 $32.04 357-152-007 $32.04 357-152-010 $32.04 357-152-011 $32.04 357-152-012 $32.04 357-152-014 $48.06 357-152-015 $32.04 357-152-016 $32.04 357-152-017 $32.04 357-152-018 $32.04 357-152-019 $32.04 357-152-020 $32.04 357-152-021 $32.04 357-152-022 $32.04 357-152-027 $96.12 357-152-031 $160.20 357-152-033 $64.08 357-152-034 $32.04 357-152-035 $32.04 357-152-036 $32.04 357-152-037 $32.04 357-161-006 $32.04 357-161-007 $32.04 357-161-008 $32.04 357-161-009 $32.04 Assessor's Parcel Number Assessment Amount 357-161-010 $32.04 357-162-002 $32.04 357-162-003 $32.04 357-162-005 $32.04 357-162-006 $32.04 357-162-007 $32.04 357-162-010 $32.04 357-162-011 $32.04 357-162-012 $32.04 357-162-017 $32.04 357-162-018 $48.06 357-162-019 $32.04 357-162-028 $32.04 357-162-029 $32.04 357-162-032 $32.04 357-162-033 $32.04 357-162-034 $32.04 357-163-005 $32.04 357-163-006 $32.04 357-163-007 $32.04 357-163-010 $32.04 357-163-016 $32.04 357-163-017 $32.04 357-163-025 $144.18 357-163-026 $48.06 357-163-027 $64.08 357-163-028 $32.04 357-163-031 $32.04 357-171-001 $32.04 357-171-002 $16.02 357-171-003 $32.04 357-171-004 $32.04 357-171-005 $32.04 357-171-008 $16.02 357-171-009 $32.04 357-171-010 $16.02 357-171-013 $64.08 357-171-014 $128.16 357-171-016 $96.12 357-171-018 $160.20 357-171-019 $32.04 357-171-020 $16.02 357-172-005 $48.06 357-172-006 $48.06 357-173-002 $32.04 357-173-003 $32.04 357-173-004 $32.04 357-173-005 $32.04 357-173-006 $32.04 357-173-007 $32.04 357-173-008 $32.04 357-173-009 $32.04 357-173-010 $32.04 357-173-011 $32.04 357-173-012 $32.04 357-173-013 $32.04 Assessor's Parcel Number Assessment Amount 357-173-014 $32.04 357-173-015 $32.04 357-173-016 $32.04 357-173-018 $32.04 357-173-019 $32.04 357-173-020 $32.04 357-174-001 $32.04 357-174-002 $32.04 357-174-003 $32.04 357-174-004 $32.04 357-174-005 $32.04 357-174-006 $32.04 357-174-007 $32.04 357-174-008 $32.04 357-174-009 $32.04 357-174-010 $32.04 357-174-011 $32.04 357-174-012 $32.04 357-174-013 $32.04 357-174-014 $32.04 357-174-015 $32.04 357-174-016 $32.04 357-174-017 $32.04 357-174-018 $32.04 357-174-019 $32.04 357-174-020 $32.04 357-174-021 $32.04 357-174-022 $32.04 357-175-001 $32.04 357-175-002 $32.04 357-175-003 $32.04 357-175-004 $32.04 357-175-005 $32.04 357-175-006 $32.04 357-175-007 $32.04 357-175-008 $32.04 357-175-009 $32.04 357-181-001 $32.04 357-181-002 $32.04 357-181-003 $32.04 357-181-004 $32.04 357-181-009 $320.40 357-181-010 $32.04 357-181-011 $32.04 357-182-001 $32.04 357-182-008 $32.04 357-182-010 $48.06 357-182-011 $64.08 357-182-012 $80.10 357-183-001 $80.10 357-183-002 $32.04 357-183-003 $32.04 357-183-004 $64.08 357-183-005 $32.04 357-183-006 $144.18 357-183-007 $32.04 65 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-183-008 $32.04 357-183-009 $32.04 357-183-010 $32.04 357-183-011 $32.04 357-183-012 $32.04 357-183-013 $32.04 357-183-014 $32.04 357-183-015 $128.16 357-184-001 $32.04 357-184-004 $32.04 357-184-005 $32.04 357-184-007 $32.04 357-184-008 $32.04 357-184-009 $32.04 357-184-010 $32.04 357-184-011 $32.04 357-184-012 $16.02 357-184-013 $16.02 357-184-014 $32.04 357-185-001 $32.04 357-186-002 $32.04 357-186-004 $32.04 357-186-005 $32.04 357-186-008 $32.04 357-186-013 $32.04 357-186-014 $16.02 357-186-015 $32.04 357-191-001 $32.04 357-191-002 $32.04 357-191-003 $32.04 357-191-004 $32.04 357-191-005 $32.04 357-191-006 $32.04 357-191-007 $32.04 357-191-008 $32.04 357-191-009 $32.04 357-191-010 $32.04 357-191-011 $32.04 357-191-012 $32.04 357-191-014 $32.04 357-191-015 $32.04 357-191-016 $32.04 357-191-017 $32.04 357-191-018 $32.04 357-191-019 $32.04 357-191-020 $32.04 357-191-022 $32.04 357-191-023 $32.04 357-191-024 $32.04 357-191-025 $32.04 357-191-026 $16.02 357-192-001 $32.04 357-192-002 $32.04 357-192-003 $32.04 357-192-004 $32.04 357-192-005 $32.04 Assessor's Parcel Number Assessment Amount 357-192-006 $32.04 357-192-007 $32.04 357-192-008 $32.04 357-192-009 $32.04 357-192-010 $32.04 357-193-006 $32.04 357-193-007 $32.04 357-193-008 $32.04 357-193-009 $32.04 357-193-010 $32.04 357-193-011 $32.04 357-193-012 $32.04 357-193-013 $32.04 357-194-001 $16.02 357-194-003 $32.04 357-194-004 $32.04 357-194-005 $32.04 357-194-006 $32.04 357-195-001 $32.04 357-195-002 $32.04 357-195-003 $32.04 357-195-007 $32.04 357-195-009 $32.04 357-195-010 $32.04 357-195-012 $32.04 357-195-013 $32.04 357-195-014 $32.04 357-195-015 $32.04 357-195-016 $32.04 357-195-017 $32.04 357-195-018 $32.04 357-195-019 $32.04 357-195-020 $32.04 357-196-004 $32.04 357-196-005 $32.04 357-196-006 $32.04 357-196-007 $32.04 357-196-008 $32.04 357-196-009 $32.04 357-196-010 $16.02 357-196-011 $32.04 357-196-012 $16.02 357-196-013 $32.04 357-196-014 $32.04 357-196-015 $32.04 357-196-016 $32.04 357-196-017 $32.04 357-197-002 $32.04 357-197-005 $32.04 357-197-006 $32.04 357-197-007 $32.04 357-197-008 $32.04 357-197-009 $32.04 357-197-010 $32.04 357-197-011 $32.04 357-197-012 $32.04 Assessor's Parcel Number Assessment Amount 357-197-013 $32.04 357-197-014 $32.04 357-197-015 $32.04 357-197-016 $32.04 357-198-001 $32.04 357-198-002 $32.04 357-198-003 $32.04 357-198-004 $32.04 357-198-005 $32.04 357-198-007 $32.04 357-198-009 $32.04 357-198-011 $32.04 357-198-012 $32.04 357-198-013 $32.04 357-198-014 $32.04 357-198-015 $32.04 357-198-016 $32.04 357-199-001 $32.04 357-199-002 $32.04 357-199-003 $32.04 357-199-004 $32.04 357-199-005 $32.04 357-201-001 $32.04 357-201-002 $32.04 357-201-003 $32.04 357-201-004 $32.04 357-201-005 $32.04 357-201-006 $32.04 357-201-007 $32.04 357-201-008 $32.04 357-201-009 $32.04 357-201-016 $48.06 357-201-017 $32.04 357-201-018 $32.04 357-201-019 $32.04 357-201-020 $32.04 357-201-021 $32.04 357-201-022 $32.04 357-201-023 $32.04 357-201-024 $32.04 357-201-025 $32.04 357-201-026 $32.04 357-201-027 $32.04 357-201-029 $32.04 357-202-001 $32.04 357-202-002 $32.04 357-202-003 $32.04 357-202-005 $32.04 357-202-006 $32.04 357-202-007 $32.04 357-202-008 $32.04 357-202-009 $32.04 357-202-013 $32.04 357-202-014 $32.04 357-202-015 $32.04 357-202-016 $32.04 Assessor's Parcel Number Assessment Amount 357-202-017 $32.04 357-202-018 $32.04 357-202-019 $32.04 357-202-020 $32.04 357-202-021 $32.04 357-202-022 $32.04 357-202-023 $32.04 357-202-024 $32.04 357-203-002 $32.04 357-203-003 $32.04 357-203-004 $32.04 357-203-005 $32.04 357-203-006 $32.04 357-203-007 $32.04 357-203-008 $32.04 357-203-009 $32.04 357-203-010 $32.04 357-203-011 $32.04 357-203-012 $32.04 357-203-013 $32.04 357-203-014 $32.04 357-204-003 $32.04 357-204-006 $32.04 357-204-007 $32.04 357-204-009 $32.04 357-204-010 $32.04 357-204-012 $80.10 357-204-013 $32.04 357-204-014 $32.04 357-204-015 $80.10 357-204-017 $32.04 357-204-018 $32.04 357-210-004 $48.06 357-210-007 $16.02 357-210-008 $48.06 357-210-009 $48.06 357-210-010 $48.06 357-210-011 $48.06 357-221-001 $32.04 357-221-002 $32.04 357-221-003 $32.04 357-221-004 $32.04 357-221-005 $32.04 357-221-006 $32.04 357-221-007 $32.04 357-221-008 $32.04 357-221-009 $32.04 357-221-010 $32.04 357-221-011 $32.04 357-221-012 $32.04 357-221-013 $32.04 357-221-014 $32.04 357-221-015 $32.04 357-222-001 $32.04 357-222-002 $32.04 357-222-003 $32.04 66 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-222-004 $32.04 357-222-005 $32.04 357-222-006 $32.04 357-222-007 $32.04 357-222-008 $32.04 357-222-009 $32.04 357-222-010 $32.04 357-222-011 $32.04 357-222-012 $32.04 357-222-013 $32.04 357-222-014 $32.04 357-222-015 $32.04 357-222-016 $32.04 357-222-017 $32.04 357-222-018 $32.04 357-222-019 $32.04 357-222-020 $32.04 357-222-021 $32.04 357-222-022 $32.04 357-223-001 $32.04 357-223-002 $32.04 357-223-003 $32.04 357-223-004 $32.04 357-223-005 $32.04 357-223-006 $32.04 357-223-007 $32.04 357-223-008 $32.04 357-223-009 $32.04 357-223-010 $32.04 357-223-011 $32.04 357-223-012 $32.04 357-223-013 $32.04 357-223-014 $32.04 357-223-015 $32.04 357-223-016 $32.04 357-223-017 $32.04 357-223-018 $32.04 357-223-019 $32.04 357-223-020 $32.04 357-223-021 $32.04 357-223-022 $32.04 357-223-023 $32.04 357-223-024 $32.04 357-223-025 $32.04 357-223-026 $32.04 357-223-027 $32.04 357-223-028 $32.04 357-223-029 $32.04 357-224-001 $32.04 357-224-002 $32.04 357-224-003 $32.04 357-224-004 $32.04 357-224-005 $32.04 357-224-006 $32.04 357-224-007 $32.04 357-224-008 $32.04 Assessor's Parcel Number Assessment Amount 357-224-009 $32.04 357-224-010 $32.04 357-224-011 $32.04 357-224-012 $32.04 357-224-013 $16.02 357-224-014 $32.04 357-224-015 $32.04 357-224-016 $32.04 357-224-017 $32.04 357-224-018 $32.04 357-224-021 $32.04 357-224-022 $32.04 357-224-023 $32.04 357-224-024 $32.04 357-224-025 $32.04 357-224-026 $32.04 357-224-028 $32.04 357-224-032 $32.04 357-225-001 $32.04 357-225-002 $32.04 357-225-003 $32.04 357-225-006 $32.04 357-225-007 $32.04 357-225-008 $32.04 357-225-009 $32.04 357-225-010 $32.04 357-225-011 $32.04 357-225-012 $32.04 357-225-013 $32.04 357-225-014 $32.04 357-225-015 $32.04 357-225-016 $32.04 357-225-017 $32.04 357-225-018 $32.04 357-225-019 $32.04 357-225-020 $32.04 357-226-001 $32.04 357-226-002 $32.04 357-226-003 $32.04 357-226-004 $32.04 357-226-005 $32.04 357-226-006 $32.04 357-226-007 $32.04 357-226-008 $32.04 357-226-009 $32.04 357-226-010 $32.04 357-226-011 $32.04 357-231-001 $32.04 357-231-002 $32.04 357-231-003 $32.04 357-231-004 $32.04 357-231-005 $32.04 357-231-006 $32.04 357-231-007 $32.04 357-231-008 $32.04 357-231-009 $32.04 Assessor's Parcel Number Assessment Amount 357-231-010 $32.04 357-231-011 $32.04 357-231-012 $32.04 357-231-013 $32.04 357-231-014 $32.04 357-231-015 $32.04 357-231-016 $32.04 357-231-017 $32.04 357-231-018 $32.04 357-231-019 $32.04 357-231-020 $32.04 357-231-023 $32.04 357-231-024 $32.04 357-231-025 $32.04 357-231-026 $32.04 357-231-028 $32.04 357-231-029 $32.04 357-231-030 $32.04 357-231-031 $48.06 357-231-032 $32.04 357-231-033 $32.04 357-231-034 $32.04 357-231-035 $32.04 357-231-036 $32.04 357-231-037 $32.04 357-231-038 $32.04 357-231-039 $32.04 357-231-040 $32.04 357-231-041 $32.04 357-231-042 $32.04 357-231-043 $32.04 357-231-044 $32.04 357-231-045 $32.04 357-232-001 $32.04 357-232-002 $32.04 357-232-003 $32.04 357-232-004 $32.04 357-232-005 $32.04 357-232-006 $32.04 357-232-007 $32.04 357-232-008 $32.04 357-232-009 $32.04 357-232-010 $32.04 357-232-012 $32.04 357-241-001 $32.04 357-241-002 $32.04 357-241-003 $32.04 357-241-004 $32.04 357-241-005 $32.04 357-241-006 $32.04 357-241-007 $32.04 357-241-008 $32.04 357-241-009 $32.04 357-241-010 $32.04 357-241-011 $32.04 357-241-012 $32.04 Assessor's Parcel Number Assessment Amount 357-241-013 $32.04 357-241-014 $32.04 357-241-015 $32.04 357-241-016 $32.04 357-241-017 $32.04 357-241-018 $32.04 357-241-019 $32.04 357-241-020 $32.04 357-241-021 $32.04 357-241-022 $32.04 357-241-023 $32.04 357-241-024 $32.04 357-242-001 $32.04 357-242-002 $32.04 357-242-003 $32.04 357-242-004 $32.04 357-242-005 $32.04 357-242-006 $32.04 357-242-007 $32.04 357-242-008 $32.04 357-242-009 $32.04 357-242-010 $32.04 357-242-011 $32.04 357-242-012 $32.04 357-242-013 $32.04 357-242-014 $32.04 357-242-015 $32.04 357-242-016 $32.04 357-242-017 $32.04 357-242-018 $32.04 357-242-019 $32.04 357-242-020 $32.04 357-242-021 $32.04 357-242-022 $32.04 357-242-023 $32.04 357-242-024 $32.04 357-242-025 $32.04 357-242-026 $32.04 357-242-027 $32.04 357-242-029 $32.04 357-242-030 $32.04 357-242-031 $32.04 357-242-032 $32.04 357-242-033 $32.04 357-242-034 $32.04 357-242-035 $32.04 357-242-036 $32.04 357-242-037 $32.04 357-242-038 $32.04 357-242-039 $32.04 357-243-001 $32.04 357-243-002 $32.04 357-243-003 $32.04 357-243-004 $32.04 357-243-005 $32.04 357-243-006 $32.04 67 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-243-007 $32.04 357-243-008 $32.04 357-243-009 $32.04 357-243-010 $32.04 357-243-011 $32.04 357-243-012 $32.04 357-243-013 $32.04 357-243-014 $32.04 357-243-015 $32.04 357-243-016 $32.04 357-243-017 $32.04 357-243-018 $32.04 357-243-019 $32.04 357-243-020 $32.04 357-243-021 $32.04 357-243-022 $32.04 357-243-023 $32.04 357-243-024 $32.04 357-243-025 $32.04 357-243-026 $32.04 357-243-027 $32.04 357-243-028 $32.04 357-243-031 $32.04 357-251-001 $32.04 357-251-002 $32.04 357-251-003 $32.04 357-251-004 $32.04 357-251-005 $32.04 357-251-006 $32.04 357-251-007 $32.04 357-251-008 $32.04 357-251-009 $32.04 357-251-010 $32.04 357-251-011 $32.04 357-251-012 $32.04 357-251-013 $32.04 357-251-014 $32.04 357-251-015 $32.04 357-251-016 $32.04 357-251-017 $32.04 357-251-018 $32.04 357-251-019 $32.04 357-251-020 $32.04 357-251-021 $32.04 357-251-022 $32.04 357-251-023 $32.04 357-251-024 $32.04 357-251-025 $32.04 357-251-027 $32.04 357-251-028 $32.04 357-251-030 $32.04 357-251-031 $32.04 357-251-032 $32.04 357-251-033 $32.04 357-251-034 $32.04 357-251-035 $32.04 Assessor's Parcel Number Assessment Amount 357-251-036 $32.04 357-251-037 $32.04 357-251-038 $32.04 357-251-039 $32.04 357-251-040 $32.04 357-251-041 $32.04 357-251-042 $32.04 357-251-043 $32.04 357-251-044 $32.04 357-251-045 $32.04 357-251-046 $32.04 357-251-047 $32.04 357-251-048 $32.04 357-251-049 $32.04 357-251-050 $32.04 357-252-001 $32.04 357-252-002 $32.04 357-252-003 $32.04 357-252-004 $32.04 357-252-005 $32.04 357-252-006 $32.04 357-252-007 $32.04 357-252-008 $32.04 357-252-009 $32.04 357-252-010 $32.04 357-252-011 $32.04 357-252-012 $32.04 357-252-013 $32.04 357-252-018 $32.04 357-252-019 $32.04 357-252-020 $32.04 357-252-021 $32.04 357-252-022 $32.04 357-252-023 $32.04 357-252-024 $32.04 357-260-004 $32.04 357-260-005 $16.02 357-260-006 $16.02 357-260-007 $16.02 357-260-008 $32.04 357-260-009 $32.04 357-260-010 $32.04 357-260-011 $32.04 357-260-012 $32.04 357-260-013 $32.04 357-260-014 $32.04 357-260-015 $32.04 357-260-016 $32.04 357-260-017 $32.04 357-260-018 $32.04 357-260-019 $32.04 357-260-020 $32.04 357-260-021 $32.04 357-260-022 $32.04 357-260-023 $32.04 357-260-024 $32.04 Assessor's Parcel Number Assessment Amount 357-260-025 $32.04 357-260-028 $32.04 357-260-029 $32.04 357-260-030 $32.04 357-260-031 $32.04 357-260-032 $32.04 357-260-033 $32.04 357-260-034 $32.04 357-260-035 $32.04 357-260-036 $32.04 357-260-037 $32.04 357-260-038 $32.04 357-260-039 $32.04 357-260-040 $32.04 357-260-041 $32.04 357-260-042 $32.04 357-260-043 $32.04 357-260-044 $32.04 357-260-045 $32.04 357-260-046 $32.04 357-260-047 $32.04 357-260-048 $32.04 357-260-049 $32.04 357-260-050 $32.04 357-260-052 $96.12 357-260-061 $32.04 357-260-062 $32.04 357-260-063 $32.04 357-260-065 $32.04 357-260-066 $32.04 357-260-067 $32.04 357-260-068 $32.04 357-260-069 $32.04 357-260-070 $32.04 357-260-071 $16.02 357-271-001 $32.04 357-271-002 $32.04 357-271-003 $32.04 357-271-004 $32.04 357-271-005 $32.04 357-271-006 $32.04 357-271-007 $32.04 357-271-011 $32.04 357-272-001 $32.04 357-272-002 $32.04 357-272-003 $32.04 357-272-004 $32.04 357-272-005 $32.04 357-272-006 $32.04 357-272-007 $32.04 357-272-010 $32.04 357-272-011 $32.04 357-272-012 $32.04 357-272-013 $32.04 357-272-014 $32.04 357-272-015 $32.04 Assessor's Parcel Number Assessment Amount 357-272-016 $32.04 357-272-017 $32.04 357-272-018 $32.04 357-273-001 $32.04 357-273-002 $32.04 357-273-003 $32.04 357-273-004 $32.04 357-273-005 $32.04 357-273-006 $32.04 357-273-007 $32.04 357-273-008 $32.04 357-273-009 $32.04 357-273-010 $32.04 357-273-011 $32.04 357-273-012 $32.04 357-273-013 $32.04 357-273-014 $32.04 357-273-015 $32.04 357-273-016 $32.04 357-273-017 $32.04 357-274-009 $32.04 357-274-010 $32.04 357-274-011 $32.04 357-274-012 $32.04 357-274-019 $32.04 357-274-020 $32.04 357-274-023 $32.04 357-274-024 $32.04 357-274-025 $32.04 357-274-026 $32.04 357-274-027 $32.04 357-274-028 $32.04 357-274-029 $32.04 357-274-034 $32.04 357-274-035 $32.04 357-274-046 $32.04 357-274-048 $32.04 357-274-049 $16.02 357-274-050 $16.02 357-281-001 $32.04 357-281-002 $32.04 357-281-003 $32.04 357-281-004 $32.04 357-281-005 $16.02 357-281-006 $32.04 357-281-007 $32.04 357-281-008 $32.04 357-281-009 $32.04 357-281-010 $32.04 357-281-011 $32.04 357-281-012 $32.04 357-281-013 $32.04 357-281-014 $32.04 357-281-015 $32.04 357-281-016 $32.04 357-281-019 $32.04 68 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 357-282-001 $32.04 357-282-002 $32.04 357-282-005 $32.04 357-282-006 $32.04 357-282-007 $32.04 357-282-008 $32.04 357-282-009 $32.04 357-282-010 $32.04 357-282-011 $32.04 357-282-012 $32.04 357-282-013 $32.04 357-282-014 $32.04 357-282-015 $32.04 357-282-016 $32.04 357-282-017 $32.04 357-282-018 $32.04 357-282-019 $32.04 357-282-020 $32.04 357-282-021 $32.04 357-282-022 $32.04 357-282-023 $32.04 357-282-024 $32.04 357-282-025 $32.04 357-282-026 $32.04 357-282-027 $32.04 357-282-028 $32.04 357-282-029 $32.04 357-282-030 $32.04 357-282-031 $32.04 357-282-032 $32.04 357-282-033 $32.04 357-282-035 $32.04 357-282-036 $32.04 357-282-037 $32.04 357-282-038 $32.04 357-282-039 $32.04 357-283-001 $32.04 357-283-002 $32.04 357-283-003 $32.04 357-283-004 $32.04 357-283-005 $32.04 357-283-006 $32.04 357-283-007 $32.04 357-283-008 $32.04 357-283-009 $32.04 357-283-010 $32.04 357-291-001 $48.06 357-292-002 $32.04 357-292-003 $32.04 357-292-004 $32.04 357-292-005 $32.04 357-292-006 $32.04 357-292-007 $32.04 357-292-008 $32.04 357-292-009 $32.04 357-292-010 $32.04 Assessor's Parcel Number Assessment Amount 357-292-011 $32.04 357-292-014 $32.04 357-292-015 $32.04 357-292-016 $32.04 357-292-017 $16.02 357-292-018 $32.04 357-293-001 $32.04 357-293-002 $32.04 357-293-003 $32.04 357-293-004 $32.04 357-293-005 $32.04 357-293-006 $32.04 357-293-007 $32.04 357-293-008 $32.04 357-293-009 $32.04 357-293-011 $32.04 357-310-005 $48.06 357-310-006 $48.06 357-363-001 $4,005.00 357-371-002 $32.04 357-371-005 $16.02 357-371-006 $16.02 357-371-007 $16.02 357-371-008 $16.02 357-371-012 $32.04 357-371-013 $16.02 357-371-014 $16.02 357-371-015 $16.02 357-371-016 $32.04 357-371-017 $32.04 357-371-018 $32.04 357-371-019 $32.04 357-371-020 $32.04 357-371-022 $32.04 357-371-023 $32.04 357-371-024 $32.04 357-371-025 $32.04 357-371-028 $32.04 357-371-029 $32.04 357-371-030 $32.04 357-371-031 $32.04 357-371-032 $32.04 357-371-033 $32.04 357-371-034 $32.04 358-080-001 $27.24 358-080-002 $27.24 358-080-003 $27.24 358-080-004 $27.24 358-080-005 $27.24 358-080-006 $27.24 358-080-007 $27.24 358-080-008 $27.24 358-080-009 $27.24 358-080-010 $27.24 358-080-011 $27.24 358-091-001 $27.24 Assessor's Parcel Number Assessment Amount 358-091-002 $27.24 358-091-003 $27.24 358-091-004 $27.24 358-091-005 $27.24 358-091-006 $27.24 358-091-007 $27.24 358-091-008 $27.24 358-091-009 $27.24 358-091-010 $27.24 358-091-011 $27.24 358-091-012 $27.24 358-091-013 $27.24 358-091-014 $27.24 358-091-015 $27.24 358-091-016 $27.24 358-091-017 $27.24 358-091-018 $27.24 358-091-019 $27.24 358-092-001 $27.24 358-092-002 $27.24 358-092-003 $27.24 358-092-004 $27.24 358-092-005 $27.24 358-092-006 $27.24 358-092-007 $27.24 358-092-008 $27.24 358-092-009 $27.24 358-092-010 $27.24 358-092-011 $27.24 358-093-001 $27.24 358-093-002 $27.24 358-093-003 $27.24 358-093-004 $27.24 358-093-005 $27.24 358-093-006 $27.24 358-093-007 $27.24 358-093-008 $27.24 358-093-009 $27.24 358-093-010 $27.24 358-093-011 $27.24 358-101-001 $27.24 358-101-002 $27.24 358-101-003 $27.24 358-101-004 $27.24 358-101-005 $27.24 358-101-006 $27.24 358-101-007 $27.24 358-101-008 $27.24 358-101-009 $27.24 358-101-010 $27.24 358-101-011 $27.24 358-101-012 $27.24 358-101-013 $27.24 358-101-014 $27.24 358-101-015 $27.24 358-102-001 $27.24 Assessor's Parcel Number Assessment Amount 358-102-002 $27.24 358-102-003 $27.24 358-102-004 $27.24 358-102-005 $27.24 358-102-006 $27.24 358-102-007 $27.24 358-102-008 $27.24 358-102-009 $27.24 358-102-010 $27.24 358-102-011 $27.24 358-102-012 $27.24 358-102-013 $27.24 358-102-014 $27.24 358-102-015 $27.24 358-102-016 $27.24 358-102-017 $27.24 358-103-001 $27.24 358-103-002 $27.24 358-103-003 $27.24 358-103-004 $27.24 358-103-005 $27.24 358-103-006 $27.24 358-103-007 $27.24 358-103-008 $27.24 358-103-009 $27.24 358-103-010 $27.24 358-103-011 $27.24 358-103-012 $27.24 358-103-013 $27.24 358-103-014 $27.24 358-103-015 $27.24 358-103-016 $27.24 358-103-017 $27.24 358-103-018 $27.24 358-103-019 $27.24 358-103-020 $27.24 358-103-021 $27.24 358-103-022 $27.24 358-103-023 $27.24 358-103-024 $27.24 358-103-025 $27.24 358-103-026 $27.24 358-103-027 $27.24 358-103-028 $27.24 358-104-001 $27.24 358-104-002 $27.24 358-104-003 $27.24 358-104-004 $27.24 358-104-005 $27.24 358-104-006 $27.24 358-104-007 $27.24 358-104-008 $27.24 358-104-009 $27.24 358-104-010 $27.24 358-104-011 $27.24 358-104-012 $27.24 69 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 358-104-013 $27.24 358-104-014 $27.24 358-104-015 $27.24 358-104-016 $27.24 358-104-017 $27.24 358-104-018 $27.24 358-104-019 $27.24 358-104-020 $27.24 358-104-021 $27.24 358-104-022 $27.24 358-111-001 $27.24 358-111-002 $27.24 358-111-003 $27.24 358-111-004 $27.24 358-111-005 $27.24 358-111-006 $27.24 358-111-007 $27.24 358-111-008 $27.24 358-111-009 $27.24 358-111-010 $27.24 358-111-011 $27.24 358-111-012 $27.24 358-111-013 $27.24 358-111-014 $27.24 358-111-015 $27.24 358-111-016 $27.24 358-111-017 $27.24 358-111-018 $27.24 358-111-019 $27.24 358-111-020 $27.24 358-111-021 $27.24 358-111-022 $27.24 358-111-023 $27.24 358-111-024 $27.24 358-111-025 $27.24 358-111-026 $27.24 358-111-027 $27.24 358-111-028 $27.24 358-111-029 $27.24 358-111-030 $27.24 358-111-031 $27.24 358-111-032 $27.24 358-112-001 $27.24 358-112-002 $27.24 358-112-003 $27.24 358-112-004 $27.24 358-112-005 $27.24 358-112-006 $27.24 358-112-007 $27.24 358-112-008 $27.24 358-112-009 $27.24 358-112-010 $27.24 358-112-011 $27.24 358-112-012 $27.24 358-112-013 $27.24 358-112-014 $27.24 Assessor's Parcel Number Assessment Amount 358-112-015 $27.24 358-112-016 $27.24 358-112-017 $27.24 358-112-018 $27.24 358-120-001 $27.24 358-120-002 $27.24 358-120-003 $27.24 358-120-004 $27.24 358-120-005 $27.24 358-120-006 $27.24 358-120-007 $27.24 358-120-008 $27.24 358-120-009 $27.24 358-120-010 $27.24 358-120-011 $27.24 358-120-012 $27.24 358-120-013 $27.24 358-120-014 $27.24 358-120-015 $27.24 358-120-016 $27.24 358-120-017 $27.24 358-120-018 $27.24 358-120-019 $27.24 358-120-020 $27.24 358-120-021 $27.24 358-120-022 $27.24 358-120-023 $27.24 358-151-001 $27.24 358-151-002 $27.24 358-151-003 $27.24 358-151-004 $27.24 358-151-005 $27.24 358-151-006 $27.24 358-151-007 $27.24 358-151-010 $27.24 358-151-011 $27.24 358-151-012 $27.24 358-151-013 $27.24 358-151-014 $27.24 358-151-015 $27.24 358-151-016 $27.24 358-151-017 $27.24 358-151-019 $27.24 358-151-020 $27.24 358-151-021 $27.24 358-151-022 $27.24 358-151-023 $27.24 358-151-024 $27.24 358-151-026 $27.24 358-151-027 $27.24 358-151-028 $27.24 358-152-001 $27.24 358-152-002 $27.24 358-152-003 $27.24 358-152-004 $27.24 358-152-005 $27.24 Assessor's Parcel Number Assessment Amount 358-152-006 $27.24 358-152-007 $27.24 358-152-008 $27.24 358-152-009 $27.24 358-152-010 $27.24 358-152-011 $27.24 358-152-012 $27.24 358-152-013 $27.24 358-152-014 $27.24 358-152-015 $27.24 358-152-016 $27.24 358-152-017 $27.24 358-152-018 $27.24 358-152-019 $27.24 358-152-020 $27.24 358-152-021 $27.24 358-152-022 $27.24 358-152-023 $27.24 358-152-024 $27.24 358-152-025 $27.24 358-161-001 $27.24 358-161-002 $27.24 358-161-003 $27.24 358-161-004 $27.24 358-161-005 $27.24 358-161-006 $27.24 358-161-007 $27.24 358-162-001 $27.24 358-162-002 $27.24 358-162-003 $27.24 358-162-004 $27.24 358-162-005 $27.24 358-162-006 $27.24 358-162-007 $27.24 358-162-008 $27.24 358-162-009 $27.24 358-162-010 $27.24 358-163-001 $27.24 358-163-002 $27.24 358-163-003 $27.24 358-163-004 $27.24 358-163-005 $27.24 358-163-006 $27.24 358-163-007 $27.24 358-163-008 $27.24 358-163-009 $27.24 358-163-013 $27.24 358-163-014 $27.24 358-163-015 $27.24 358-163-016 $27.24 358-163-017 $27.24 358-163-018 $27.24 358-163-019 $27.24 358-163-020 $27.24 358-163-021 $27.24 358-163-022 $27.24 Assessor's Parcel Number Assessment Amount 358-163-023 $27.24 358-163-024 $27.24 358-163-025 $27.24 358-163-026 $27.24 358-163-027 $27.24 358-163-028 $27.24 358-163-029 $27.24 358-163-030 $27.24 358-163-031 $27.24 358-163-032 $27.24 358-163-033 $27.24 358-163-034 $27.24 358-163-036 $27.24 358-164-001 $27.24 358-164-002 $27.24 358-164-003 $27.24 358-164-004 $27.24 358-164-005 $27.24 358-164-006 $27.24 358-164-007 $27.24 358-164-008 $27.24 358-164-009 $27.24 358-164-010 $27.24 358-164-011 $27.24 358-164-012 $27.24 358-171-001 $27.24 358-171-002 $27.24 358-171-003 $27.24 358-171-004 $27.24 358-171-005 $27.24 358-171-006 $27.24 358-171-007 $27.24 358-171-008 $27.24 358-171-009 $27.24 358-171-010 $27.24 358-171-011 $27.24 358-171-012 $27.24 358-171-013 $27.24 358-171-014 $27.24 358-171-015 $27.24 358-172-001 $27.24 358-172-002 $27.24 358-173-001 $27.24 358-173-002 $27.24 358-173-003 $27.24 358-173-004 $27.24 358-173-005 $27.24 358-173-006 $27.24 358-173-007 $27.24 358-173-008 $27.24 358-173-009 $27.24 358-173-010 $27.24 358-173-011 $27.24 358-173-012 $27.24 358-173-013 $27.24 358-173-014 $27.24 70 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 358-173-015 $27.24 358-173-016 $27.24 358-173-017 $27.24 358-173-018 $27.24 358-173-019 $27.24 358-173-020 $27.24 358-174-001 $27.24 358-174-002 $27.24 358-174-003 $27.24 358-174-004 $27.24 358-174-005 $27.24 358-174-006 $27.24 358-174-007 $27.24 358-174-008 $27.24 358-174-009 $27.24 358-174-010 $27.24 358-181-001 $27.24 358-181-002 $27.24 358-181-003 $27.24 358-181-004 $27.24 358-181-005 $27.24 358-181-006 $27.24 358-181-007 $27.24 358-181-008 $27.24 358-181-009 $27.24 358-181-010 $27.24 358-181-011 $27.24 358-181-012 $27.24 358-181-013 $27.24 358-181-014 $27.24 358-181-015 $27.24 358-181-016 $27.24 358-181-017 $27.24 358-181-018 $27.24 358-181-019 $27.24 358-181-020 $27.24 358-181-021 $27.24 358-181-022 $27.24 358-181-023 $27.24 358-181-024 $27.24 358-181-025 $27.24 358-181-026 $27.24 358-181-027 $27.24 358-181-028 $27.24 358-181-029 $27.24 358-181-030 $27.24 358-181-031 $27.24 358-181-032 $27.24 358-181-033 $27.24 358-181-034 $27.24 358-181-037 $27.24 358-181-038 $27.24 358-181-039 $27.24 358-181-040 $27.24 358-181-042 $27.24 358-181-043 $27.24 Assessor's Parcel Number Assessment Amount 358-182-001 $27.24 358-182-002 $27.24 358-182-003 $27.24 358-182-004 $27.24 358-182-005 $27.24 358-182-006 $27.24 358-182-007 $27.24 358-182-008 $27.24 358-182-009 $27.24 358-182-010 $27.24 358-182-011 $27.24 358-182-012 $27.24 358-182-013 $27.24 358-183-001 $27.24 358-183-002 $27.24 358-183-003 $27.24 358-183-004 $27.24 358-183-005 $27.24 358-183-006 $27.24 358-183-007 $27.24 358-183-008 $27.24 358-183-009 $27.24 358-183-010 $27.24 358-183-011 $27.24 358-183-012 $27.24 358-183-013 $27.24 358-183-014 $27.24 358-183-015 $27.24 358-183-016 $27.24 358-184-001 $27.24 358-184-002 $27.24 358-184-003 $27.24 358-185-001 $27.24 358-185-002 $27.24 358-185-003 $27.24 358-185-004 $27.24 358-185-005 $27.24 358-185-006 $27.24 358-191-002 $27.24 358-191-003 $27.24 358-191-004 $27.24 358-191-005 $27.24 358-191-006 $27.24 358-191-007 $27.24 358-191-008 $27.24 358-191-009 $27.24 358-191-010 $27.24 358-191-011 $27.24 358-191-012 $27.24 358-191-013 $27.24 358-191-014 $27.24 358-191-015 $27.24 358-191-016 $27.24 358-191-017 $27.24 358-191-018 $27.24 358-191-019 $27.24 Assessor's Parcel Number Assessment Amount 358-191-020 $27.24 358-191-021 $27.24 358-191-022 $27.24 358-191-023 $27.24 358-191-024 $27.24 358-191-025 $27.24 358-191-026 $27.24 358-191-027 $27.24 358-191-028 $27.24 358-191-029 $27.24 358-191-030 $27.24 358-191-031 $27.24 358-191-032 $27.24 358-191-033 $27.24 358-191-034 $27.24 358-191-035 $27.24 358-191-036 $27.24 358-191-037 $27.24 358-201-001 $27.24 358-201-002 $27.24 358-201-003 $27.24 358-201-004 $27.24 358-201-005 $27.24 358-201-006 $27.24 358-201-007 $27.24 358-201-008 $27.24 358-201-009 $27.24 358-201-010 $27.24 358-201-011 $27.24 358-201-012 $27.24 358-202-001 $27.24 358-202-002 $27.24 358-202-003 $27.24 358-202-004 $27.24 358-202-005 $27.24 358-202-006 $27.24 358-202-007 $27.24 358-202-008 $27.24 358-202-009 $27.24 358-202-010 $27.24 358-202-011 $27.24 358-202-012 $27.24 358-202-013 $27.24 358-202-014 $27.24 358-202-015 $27.24 358-202-016 $27.24 358-202-017 $27.24 358-202-018 $27.24 358-202-019 $27.24 358-202-020 $27.24 358-202-021 $27.24 358-202-022 $27.24 358-203-001 $27.24 358-203-002 $27.24 358-203-003 $27.24 358-203-004 $27.24 Assessor's Parcel Number Assessment Amount 358-203-005 $27.24 358-203-006 $27.24 358-203-007 $27.24 358-203-008 $27.24 358-203-009 $27.24 358-203-010 $27.24 358-203-011 $27.24 358-203-012 $27.24 358-204-001 $27.24 358-204-002 $27.24 358-204-003 $27.24 358-204-004 $27.24 358-204-005 $27.24 358-204-006 $27.24 358-204-007 $27.24 358-204-008 $27.24 358-204-009 $27.24 358-204-010 $27.24 358-204-011 $27.24 358-204-012 $27.24 358-204-013 $27.24 358-204-014 $27.24 358-204-015 $27.24 358-204-016 $27.24 358-204-017 $27.24 358-204-018 $27.24 358-204-019 $27.24 358-204-020 $27.24 358-204-021 $27.24 358-204-022 $27.24 358-211-001 $27.24 358-211-002 $27.24 358-211-003 $27.24 358-211-004 $27.24 358-211-005 $27.24 358-211-006 $27.24 358-211-007 $27.24 358-211-008 $27.24 358-211-009 $27.24 358-211-010 $27.24 358-211-011 $27.24 358-211-012 $27.24 358-211-013 $27.24 358-211-014 $27.24 358-211-015 $27.24 358-211-016 $27.24 358-211-017 $27.24 358-211-018 $27.24 358-211-019 $27.24 358-211-020 $27.24 358-211-021 $27.24 358-211-022 $27.24 358-211-023 $27.24 358-211-024 $27.24 358-211-025 $27.24 358-211-026 $27.24 71 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 358-211-027 $27.24 358-211-028 $27.24 358-211-029 $27.24 358-212-001 $27.24 358-212-002 $27.24 358-212-003 $27.24 358-212-004 $27.24 358-212-005 $27.24 358-212-006 $27.24 358-212-007 $27.24 358-212-008 $27.24 358-212-009 $27.24 358-212-010 $27.24 358-212-011 $27.24 358-212-012 $27.24 358-212-013 $27.24 358-212-014 $27.24 358-212-015 $27.24 358-212-016 $27.24 358-212-017 $27.24 358-212-018 $27.24 358-212-019 $27.24 358-212-020 $27.24 358-212-021 $27.24 358-212-022 $27.24 358-212-023 $27.24 358-212-024 $27.24 358-212-025 $27.24 358-212-026 $27.24 358-212-027 $27.24 358-212-028 $27.24 358-212-029 $27.24 358-212-030 $27.24 358-212-031 $27.24 358-212-032 $27.24 358-212-033 $27.24 358-213-001 $27.24 358-213-002 $27.24 358-213-003 $27.24 358-213-004 $27.24 358-213-005 $27.24 358-213-006 $27.24 358-213-007 $27.24 358-213-008 $27.24 358-213-009 $27.24 358-213-010 $27.24 358-213-011 $27.24 358-213-012 $27.24 358-213-013 $27.24 358-221-001 $27.24 358-221-002 $27.24 358-221-003 $27.24 358-221-004 $27.24 358-221-005 $27.24 358-221-006 $27.24 358-221-007 $27.24 Assessor's Parcel Number Assessment Amount 358-221-008 $27.24 358-221-009 $27.24 358-221-010 $27.24 358-221-011 $27.24 358-222-001 $27.24 358-222-002 $27.24 358-222-003 $27.24 358-223-001 $27.24 358-223-002 $27.24 358-223-003 $27.24 358-223-004 $27.24 358-223-005 $27.24 358-223-006 $27.24 358-223-007 $27.24 358-223-008 $27.24 358-223-009 $27.24 358-223-010 $27.24 358-223-011 $27.24 358-223-012 $27.24 358-223-013 $27.24 358-223-014 $27.24 358-223-015 $27.24 358-223-016 $27.24 358-231-001 $27.24 358-231-002 $27.24 358-231-003 $27.24 358-231-004 $27.24 358-231-005 $27.24 358-231-006 $27.24 358-231-007 $27.24 358-231-008 $27.24 358-231-009 $27.24 358-231-010 $27.24 358-232-001 $27.24 358-232-002 $27.24 358-232-003 $27.24 358-232-004 $27.24 358-232-005 $27.24 358-232-006 $27.24 358-233-001 $27.24 358-233-002 $27.24 358-233-003 $27.24 358-233-004 $27.24 358-233-005 $27.24 358-233-006 $27.24 358-233-007 $27.24 358-233-008 $27.24 358-233-009 $27.24 358-233-010 $27.24 358-234-001 $27.24 358-234-002 $27.24 358-234-003 $27.24 358-234-004 $27.24 358-234-005 $27.24 358-234-006 $27.24 358-234-007 $27.24 Assessor's Parcel Number Assessment Amount 358-234-008 $27.24 358-234-009 $27.24 358-234-010 $27.24 358-234-011 $27.24 358-234-012 $27.24 358-234-013 $27.24 358-234-014 $27.24 358-234-015 $27.24 358-234-016 $27.24 358-234-017 $27.24 358-235-001 $27.24 358-235-002 $27.24 358-235-003 $27.24 358-235-004 $27.24 358-235-005 $27.24 358-235-006 $27.24 358-235-007 $27.24 358-235-008 $27.24 358-235-009 $27.24 358-235-010 $27.24 358-235-011 $27.24 358-235-012 $27.24 358-241-001 $27.24 358-241-002 $27.24 358-241-003 $27.24 358-241-004 $27.24 358-241-005 $27.24 358-241-006 $27.24 358-241-007 $27.24 358-241-008 $27.24 358-241-009 $27.24 358-241-010 $27.24 358-241-011 $27.24 358-241-012 $27.24 358-241-013 $27.24 358-241-014 $27.24 358-241-015 $27.24 358-241-016 $27.24 358-241-017 $27.24 358-242-001 $27.24 358-242-002 $27.24 358-242-003 $27.24 358-242-004 $27.24 358-242-005 $27.24 358-242-006 $27.24 358-242-007 $27.24 358-242-008 $27.24 358-242-009 $27.24 358-242-010 $27.24 358-242-011 $27.24 358-242-012 $27.24 358-242-013 $27.24 358-242-014 $27.24 358-242-015 $27.24 358-251-001 $27.24 358-251-002 $27.24 Assessor's Parcel Number Assessment Amount 358-251-003 $27.24 358-251-004 $27.24 358-251-005 $27.24 358-251-006 $27.24 358-252-001 $27.24 358-252-002 $27.24 358-252-003 $27.24 358-252-004 $27.24 358-252-005 $27.24 358-252-006 $27.24 358-252-007 $27.24 358-252-008 $27.24 358-252-009 $27.24 358-252-010 $27.24 358-252-011 $27.24 358-252-012 $27.24 358-253-001 $27.24 358-253-002 $27.24 358-253-003 $27.24 358-253-004 $27.24 358-253-005 $27.24 358-253-006 $27.24 358-253-007 $27.24 358-253-008 $27.24 358-253-009 $27.24 358-253-010 $27.24 358-253-011 $27.24 358-254-001 $27.24 358-254-002 $27.24 358-254-003 $27.24 358-254-004 $27.24 358-254-005 $27.24 358-254-006 $27.24 358-254-007 $27.24 358-254-008 $27.24 358-254-009 $27.24 358-254-010 $27.24 358-254-011 $27.24 358-254-012 $27.24 358-254-013 $27.24 358-254-014 $27.24 358-254-015 $27.24 358-261-001 $27.24 358-261-002 $27.24 358-261-003 $27.24 358-261-004 $27.24 358-261-005 $27.24 358-261-006 $27.24 358-261-007 $27.24 358-261-008 $27.24 358-261-009 $27.24 358-261-010 $27.24 358-261-011 $27.24 358-261-012 $27.24 358-261-013 $27.24 358-261-014 $27.24 72 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 358-261-015 $27.24 358-261-016 $27.24 358-261-017 $27.24 358-261-018 $27.24 358-261-019 $27.24 358-261-020 $27.24 358-261-021 $27.24 358-261-022 $27.24 358-262-001 $27.24 358-262-002 $27.24 358-262-003 $27.24 358-262-004 $27.24 358-262-005 $27.24 358-262-006 $27.24 358-262-007 $27.24 358-263-001 $27.24 358-263-002 $27.24 358-264-001 $27.24 358-264-002 $27.24 358-264-003 $27.24 358-264-004 $27.24 358-264-005 $27.24 358-264-006 $27.24 358-264-007 $27.24 358-264-008 $27.24 358-264-009 $27.24 358-264-010 $27.24 358-264-011 $27.24 358-264-012 $27.24 358-264-013 $27.24 358-264-014 $27.24 358-264-015 $27.24 358-264-016 $27.24 358-264-017 $27.24 358-264-018 $27.24 358-264-019 $27.24 358-264-020 $27.24 358-264-021 $27.24 358-264-022 $27.24 358-264-023 $27.24 358-264-024 $27.24 358-264-025 $27.24 358-264-026 $27.24 358-264-027 $27.24 358-264-028 $27.24 358-265-001 $27.24 358-265-002 $27.24 358-265-003 $27.24 358-265-004 $27.24 358-265-005 $27.24 358-265-006 $27.24 358-265-007 $27.24 358-265-008 $27.24 358-265-009 $27.24 358-265-010 $27.24 358-271-001 $27.24 Assessor's Parcel Number Assessment Amount 358-271-002 $27.24 358-271-003 $27.24 358-271-004 $27.24 358-271-005 $27.24 358-271-006 $27.24 358-271-007 $27.24 358-271-008 $27.24 358-271-009 $27.24 358-271-010 $27.24 358-271-011 $27.24 358-271-012 $27.24 358-271-013 $27.24 358-271-014 $27.24 358-271-015 $27.24 358-271-016 $27.24 358-271-017 $27.24 358-271-018 $27.24 358-271-019 $27.24 358-271-020 $27.24 358-271-021 $27.24 358-271-022 $27.24 358-271-023 $27.24 358-271-024 $27.24 358-271-025 $27.24 358-271-026 $27.24 358-271-027 $27.24 358-271-028 $27.24 358-271-029 $27.24 358-271-030 $27.24 358-271-031 $27.24 358-271-032 $27.24 358-271-033 $27.24 358-271-034 $27.24 358-271-035 $27.24 358-271-036 $27.24 358-271-037 $27.24 358-271-038 $27.24 358-271-039 $27.24 358-271-040 $27.24 358-271-041 $27.24 358-271-042 $27.24 358-271-043 $27.24 358-271-044 $27.24 358-272-001 $27.24 358-272-002 $27.24 358-272-003 $27.24 358-272-004 $27.24 358-272-005 $27.24 358-291-001 $27.24 358-291-002 $27.24 358-291-003 $27.24 358-291-004 $27.24 358-291-005 $27.24 358-291-006 $27.24 358-291-007 $27.24 358-291-008 $27.24 Assessor's Parcel Number Assessment Amount 358-291-009 $27.24 358-291-010 $27.24 358-291-011 $27.24 358-291-012 $27.24 358-291-013 $27.24 358-291-014 $27.24 358-291-015 $27.24 358-291-016 $27.24 358-291-017 $27.24 358-291-018 $27.24 358-291-019 $27.24 358-292-001 $27.24 358-292-002 $27.24 358-292-003 $27.24 358-292-004 $27.24 358-292-005 $27.24 358-292-006 $27.24 358-292-007 $27.24 358-293-001 $27.24 358-293-002 $27.24 358-293-003 $27.24 358-293-004 $27.24 358-293-005 $27.24 358-293-006 $27.24 358-293-007 $27.24 358-293-008 $27.24 358-293-009 $27.24 358-293-010 $27.24 358-293-011 $27.24 358-293-012 $27.24 358-293-013 $27.24 358-293-014 $27.24 358-293-015 $27.24 358-293-016 $27.24 358-293-017 $27.24 358-293-018 $27.24 358-293-019 $27.24 358-293-020 $27.24 358-293-021 $27.24 358-293-022 $27.24 358-293-023 $27.24 358-293-024 $27.24 358-293-025 $27.24 358-293-026 $27.24 358-293-027 $27.24 358-293-028 $27.24 358-293-029 $27.24 358-293-030 $27.24 358-293-031 $27.24 358-293-032 $27.24 358-293-033 $27.24 358-293-034 $27.24 358-293-035 $27.24 358-293-036 $27.24 358-293-037 $27.24 358-293-038 $27.24 Assessor's Parcel Number Assessment Amount 358-293-039 $27.24 358-293-040 $27.24 358-293-041 $27.24 358-293-042 $27.24 358-293-043 $27.24 358-293-044 $27.24 358-302-001 $27.24 358-302-002 $27.24 358-302-003 $27.24 358-302-004 $27.24 358-302-005 $27.24 358-302-006 $27.24 358-302-007 $27.24 358-302-008 $27.24 358-302-009 $27.24 358-302-010 $27.24 358-302-011 $27.24 358-302-014 $27.24 358-302-015 $27.24 358-302-016 $27.24 358-302-017 $27.24 358-302-018 $27.24 358-302-019 $27.24 358-302-020 $27.24 358-302-021 $27.24 358-302-022 $27.24 358-303-001 $27.24 358-303-002 $27.24 358-303-003 $27.24 358-303-004 $27.24 358-310-001 $27.24 358-310-002 $27.24 358-310-003 $27.24 358-310-004 $27.24 358-310-005 $27.24 358-310-006 $27.24 358-310-007 $27.24 358-310-008 $27.24 358-310-009 $27.24 358-310-010 $27.24 358-310-011 $27.24 358-310-012 $27.24 358-310-013 $27.24 358-310-014 $27.24 358-310-015 $27.24 358-311-001 $27.24 358-311-002 $27.24 358-311-003 $27.24 358-311-004 $27.24 358-311-005 $27.24 358-311-006 $27.24 358-311-007 $27.24 358-311-008 $27.24 358-311-009 $27.24 358-311-010 $27.24 358-311-011 $27.24 73 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 38 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2854 LT LEVY CODE: Rodeo Area Assessor's Parcel Number Assessment Amount 358-311-012 $27.24 358-311-013 $27.24 358-311-014 $27.24 358-311-015 $27.24 358-311-016 $27.24 358-311-017 $27.24 358-311-018 $27.24 358-311-019 $27.24 358-311-020 $27.24 358-311-021 $27.24 358-311-022 $27.24 358-311-023 $27.24 358-311-024 $27.24 358-311-025 $27.24 358-311-026 $27.24 358-311-027 $27.24 358-311-028 $27.24 358-311-029 $27.24 358-311-030 $27.24 358-311-031 $27.24 358-311-032 $27.24 358-311-033 $27.24 358-311-034 $27.24 358-311-035 $27.24 358-311-036 $27.24 358-311-037 $27.24 358-311-038 $27.24 358-311-039 $27.24 358-311-040 $27.24 358-311-041 $27.24 358-311-042 $27.24 358-311-043 $27.24 358-311-044 $27.24 358-311-045 $27.24 358-311-046 $27.24 358-311-047 $27.24 358-311-048 $27.24 358-311-049 $27.24 358-311-050 $27.24 358-311-051 $27.24 358-311-052 $27.24 358-311-053 $27.24 358-311-054 $27.24 358-311-055 $27.24 358-311-056 $27.24 358-311-057 $27.24 358-311-059 $27.24 358-311-060 $27.24 358-311-061 $27.24 358-311-062 $27.24 358-311-063 $27.24 358-311-064 $27.24 358-311-065 $27.24 358-311-066 $27.24 358-311-067 $27.24 358-311-068 $27.24 Assessor's Parcel Number Assessment Amount 358-311-069 $27.24 358-311-070 $27.24 358-311-071 $27.24 358-311-072 $27.24 358-311-073 $27.24 358-311-074 $27.24 358-311-075 $27.24 358-311-076 $27.24 358-311-077 $27.24 358-311-078 $27.24 358-312-001 $27.24 358-312-002 $27.24 358-312-003 $27.24 358-312-004 $27.24 358-312-005 $27.24 358-312-006 $27.24 358-312-007 $27.24 358-312-008 $27.24 358-312-009 $27.24 358-312-010 $27.24 358-312-011 $27.24 358-312-012 $27.24 358-312-014 $27.24 358-312-015 $27.24 358-312-016 $27.24 358-312-017 $27.24 358-312-018 $27.24 358-312-019 $27.24 358-312-020 $27.24 358-312-021 $27.24 358-312-022 $27.24 358-312-023 $27.24 358-312-024 $27.24 358-312-025 $27.24 358-312-026 $27.24 358-312-027 $27.24 358-312-028 $27.24 358-312-029 $27.24 358-312-030 $27.24 358-312-031 $27.24 358-312-032 $27.24 358-312-033 $27.24 358-312-034 $27.24 358-312-035 $27.24 358-312-036 $27.24 2565Total Parcels: $84,831.34 Total Assessment: 74 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 42 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2867 L2 LEVY CODE: California Skyline - Bay Point Area Assessor's Parcel Number Assessment Amount 099-170-001 $210.00 099-170-002 $210.00 099-170-003 $210.00 099-170-004 $210.00 099-170-005 $210.00 099-170-006 $210.00 099-170-007 $210.00 099-170-008 $210.00 099-170-009 $210.00 099-170-010 $210.00 099-170-011 $210.00 099-170-012 $210.00 099-170-013 $210.00 099-170-014 $210.00 099-170-015 $210.00 099-170-016 $210.00 099-170-017 $210.00 099-170-018 $210.00 099-170-019 $210.00 099-170-020 $210.00 099-170-021 $210.00 099-170-022 $210.00 099-170-023 $210.00 099-170-024 $210.00 099-170-025 $210.00 099-170-026 $210.00 099-170-027 $210.00 099-170-028 $210.00 099-170-029 $210.00 099-170-030 $210.00 099-170-031 $210.00 099-170-032 $210.00 099-170-033 $210.00 099-170-034 $210.00 099-170-035 $210.00 099-170-036 $210.00 099-170-037 $210.00 099-170-038 $210.00 099-170-039 $210.00 099-170-040 $210.00 099-170-041 $210.00 099-170-042 $210.00 099-170-043 $210.00 099-170-044 $210.00 099-170-045 $210.00 099-170-046 $210.00 099-170-047 $210.00 099-170-048 $210.00 099-170-049 $210.00 099-170-050 $210.00 099-170-051 $210.00 099-170-052 $210.00 099-170-053 $210.00 099-170-054 $210.00 099-170-055 $210.00 099-170-056 $210.00 Assessor's Parcel Number Assessment Amount 099-170-057 $210.00 099-170-058 $210.00 099-170-059 $210.00 099-170-060 $210.00 099-170-061 $210.00 099-170-062 $210.00 099-170-063 $210.00 099-170-066 $210.00 099-170-067 $210.00 099-170-068 $210.00 099-170-069 $210.00 099-170-070 $210.00 099-170-071 $210.00 099-170-072 $210.00 099-170-073 $210.00 099-170-074 $210.00 099-170-075 $210.00 099-170-076 $210.00 099-180-001 $210.00 099-180-002 $210.00 099-180-003 $210.00 099-180-004 $210.00 099-180-005 $210.00 099-180-006 $210.00 099-180-007 $210.00 099-180-008 $210.00 099-180-009 $210.00 099-180-010 $210.00 099-180-011 $210.00 099-180-012 $210.00 099-180-013 $210.00 099-180-014 $210.00 099-180-015 $210.00 099-180-016 $210.00 099-180-017 $210.00 099-180-018 $210.00 099-180-019 $210.00 099-180-020 $210.00 099-180-021 $210.00 099-180-022 $210.00 099-180-023 $210.00 099-180-024 $210.00 099-180-025 $210.00 099-180-026 $210.00 099-180-027 $210.00 099-180-028 $210.00 099-180-029 $210.00 099-180-030 $210.00 099-180-031 $210.00 099-180-032 $210.00 099-180-033 $210.00 099-180-034 $210.00 099-180-035 $210.00 099-180-036 $210.00 099-180-037 $210.00 099-180-038 $210.00 Assessor's Parcel Number Assessment Amount 099-180-039 $210.00 099-180-040 $210.00 099-180-041 $210.00 099-180-042 $210.00 099-180-043 $210.00 099-180-044 $210.00 099-180-045 $210.00 099-180-046 $210.00 099-180-047 $210.00 099-180-048 $210.00 099-180-049 $210.00 099-180-050 $210.00 099-180-051 $210.00 099-180-052 $210.00 099-180-053 $210.00 099-180-054 $210.00 099-180-055 $210.00 099-180-056 $210.00 099-180-057 $210.00 099-180-058 $210.00 099-180-059 $210.00 099-180-060 $210.00 099-180-061 $210.00 099-180-062 $210.00 099-180-063 $210.00 099-180-064 $210.00 099-180-065 $210.00 099-180-066 $210.00 099-180-067 $210.00 099-180-068 $210.00 099-180-069 $210.00 099-180-070 $210.00 099-180-071 $210.00 099-180-072 $210.00 099-180-073 $210.00 099-180-074 $210.00 099-180-075 $210.00 099-180-076 $210.00 099-180-077 $210.00 099-180-078 $210.00 099-180-079 $210.00 099-180-080 $210.00 099-180-081 $210.00 099-180-082 $210.00 099-180-083 $210.00 099-180-084 $210.00 099-180-085 $210.00 099-180-086 $210.00 099-180-087 $210.00 099-180-088 $210.00 099-180-089 $210.00 099-180-090 $210.00 099-180-091 $210.00 099-180-092 $210.00 099-180-093 $210.00 099-180-094 $210.00 Assessor's Parcel Number Assessment Amount 099-190-001 $210.00 099-190-002 $210.00 099-190-003 $210.00 099-190-004 $210.00 099-190-005 $210.00 099-190-006 $210.00 099-190-007 $210.00 099-190-008 $210.00 099-190-009 $210.00 099-190-010 $210.00 099-190-011 $210.00 099-190-012 $210.00 099-190-013 $210.00 099-190-014 $210.00 099-190-015 $210.00 099-190-016 $210.00 099-190-017 $210.00 099-190-018 $210.00 099-190-019 $210.00 099-190-020 $210.00 099-190-021 $210.00 099-190-022 $210.00 099-190-023 $210.00 099-190-024 $210.00 099-190-025 $210.00 099-190-026 $210.00 099-190-027 $210.00 099-190-028 $210.00 099-190-029 $210.00 099-190-030 $210.00 099-190-031 $210.00 099-190-032 $210.00 099-190-033 $210.00 099-190-034 $210.00 099-190-035 $210.00 099-190-036 $210.00 099-190-037 $210.00 099-190-038 $210.00 099-190-039 $210.00 099-190-040 $210.00 099-190-041 $210.00 099-190-042 $210.00 099-190-043 $210.00 099-190-044 $210.00 099-190-045 $210.00 099-190-046 $210.00 099-190-047 $210.00 099-190-048 $210.00 099-190-049 $210.00 099-190-050 $210.00 099-190-051 $210.00 099-190-052 $210.00 099-190-053 $210.00 099-190-054 $210.00 099-190-055 $210.00 099-190-056 $210.00 75 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 42 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2867 L2 LEVY CODE: California Skyline - Bay Point Area Assessor's Parcel Number Assessment Amount 099-190-057 $210.00 099-190-058 $210.00 099-190-059 $210.00 099-190-060 $210.00 099-190-061 $210.00 099-190-062 $210.00 099-190-063 $210.00 099-190-064 $210.00 099-190-065 $210.00 099-190-066 $210.00 099-190-067 $210.00 099-190-068 $210.00 099-190-069 $210.00 099-190-070 $210.00 099-190-071 $210.00 099-190-072 $210.00 099-190-073 $210.00 099-190-074 $210.00 099-190-075 $210.00 099-190-076 $210.00 099-190-077 $210.00 099-190-078 $210.00 099-190-079 $210.00 099-190-080 $210.00 099-190-081 $210.00 099-190-082 $210.00 099-190-083 $210.00 099-190-084 $210.00 099-190-085 $210.00 099-190-086 $210.00 099-190-087 $210.00 099-190-088 $210.00 099-190-089 $210.00 099-190-090 $210.00 099-190-091 $210.00 099-190-092 $210.00 099-190-093 $210.00 099-190-094 $210.00 099-190-095 $210.00 099-190-096 $210.00 099-190-097 $210.00 099-190-098 $210.00 099-190-099 $210.00 099-190-100 $210.00 099-190-101 $210.00 099-190-102 $210.00 099-190-103 $210.00 099-190-104 $210.00 099-190-105 $210.00 099-190-106 $210.00 099-190-107 $210.00 099-190-108 $210.00 099-190-109 $210.00 099-190-110 $210.00 099-190-111 $210.00 099-190-112 $210.00 Assessor's Parcel Number Assessment Amount 099-190-113 $210.00 099-190-114 $210.00 099-190-115 $210.00 099-190-116 $210.00 099-190-117 $210.00 099-190-118 $210.00 099-190-119 $210.00 099-190-120 $210.00 099-190-121 $210.00 099-190-122 $210.00 099-190-123 $210.00 099-190-124 $210.00 099-190-125 $210.00 099-190-126 $210.00 099-190-127 $210.00 099-190-128 $210.00 099-190-129 $210.00 099-200-001 $210.00 099-200-002 $210.00 099-200-003 $210.00 099-200-004 $210.00 099-200-005 $210.00 099-200-006 $210.00 099-200-007 $210.00 099-200-008 $210.00 099-200-009 $210.00 099-200-010 $210.00 099-200-011 $210.00 099-200-012 $210.00 099-200-013 $210.00 099-200-014 $210.00 099-200-015 $210.00 099-200-016 $210.00 099-200-017 $210.00 099-200-018 $210.00 099-200-019 $210.00 099-200-020 $210.00 099-200-021 $210.00 099-200-022 $210.00 099-200-023 $210.00 099-200-024 $210.00 099-200-025 $210.00 099-200-026 $210.00 099-200-027 $210.00 099-200-028 $210.00 099-200-029 $210.00 099-200-030 $210.00 099-200-031 $210.00 099-200-032 $210.00 099-200-033 $210.00 099-200-034 $210.00 099-200-035 $210.00 099-200-036 $210.00 099-200-037 $210.00 099-200-038 $210.00 099-200-039 $210.00 Assessor's Parcel Number Assessment Amount 099-200-040 $210.00 099-200-041 $210.00 099-200-043 $210.00 099-200-044 $210.00 099-200-045 $210.00 099-200-046 $210.00 099-200-047 $210.00 343Total Parcels: $72,030.00 Total Assessment: 76 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 45 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2869 L4 LEVY CODE: Alamo Villas Assessor's Parcel Number Assessment Amount 197-430-001 $120.00 197-430-002 $120.00 197-430-003 $120.00 197-430-004 $120.00 197-430-005 $120.00 197-430-006 $120.00 197-430-007 $120.00 197-430-008 $120.00 197-430-009 $120.00 197-430-010 $120.00 10Total Parcels: $1,200.00 Total Assessment: 77 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 48 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2872 L7 LEVY CODE: Mrack Road - Camino Tassajara Assessor's Parcel Number Assessment Amount 220-080-035 $490.00 220-080-037 $490.00 220-080-038 $490.00 220-080-040 $490.00 220-391-008 $490.00 220-391-009 $490.00 220-391-010 $490.00 220-391-011 $490.00 220-391-012 $490.00 220-391-013 $490.00 220-391-014 $490.00 220-391-015 $490.00 220-391-016 $490.00 220-391-018 $490.00 220-391-019 $490.00 220-391-020 $490.00 220-391-021 $490.00 220-391-022 $490.00 220-391-023 $490.00 220-391-024 $490.00 220-391-025 $490.00 220-391-026 $490.00 220-391-027 $490.00 220-391-028 $490.00 220-391-029 $490.00 220-391-030 $490.00 220-391-031 $490.00 220-391-032 $490.00 220-391-033 $490.00 220-391-034 $490.00 220-391-035 $490.00 220-391-036 $490.00 220-391-037 $490.00 220-391-038 $490.00 220-391-039 $490.00 220-391-040 $490.00 220-391-041 $490.00 220-391-042 $490.00 220-391-043 $490.00 220-391-045 $490.00 220-391-046 $490.00 220-391-047 $490.00 220-391-048 $490.00 220-391-049 $490.00 220-391-050 $490.00 220-391-051 $490.00 220-391-052 $490.00 220-401-001 $490.00 220-401-002 $490.00 220-401-003 $490.00 220-401-004 $490.00 220-401-005 $490.00 220-401-006 $490.00 220-401-007 $490.00 220-401-008 $490.00 220-401-009 $490.00 Assessor's Parcel Number Assessment Amount 220-401-010 $490.00 220-401-011 $490.00 220-401-012 $490.00 220-401-013 $490.00 220-401-014 $490.00 220-401-015 $490.00 220-401-016 $490.00 220-401-017 $490.00 220-401-018 $490.00 220-401-019 $490.00 220-401-020 $490.00 220-401-021 $490.00 220-401-022 $490.00 220-401-023 $490.00 220-401-024 $490.00 220-401-025 $490.00 72Total Parcels: $35,280.00 Total Assessment: 78 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 54 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2876 M3 LEVY CODE: Alamo Country - Alamo Assessor's Parcel Number Assessment Amount 187-560-003 $414.52 187-560-004 $414.52 187-560-005 $414.52 187-560-006 $414.52 187-560-007 $414.52 187-560-008 $414.52 187-560-009 $414.52 187-560-010 $414.52 187-560-011 $414.52 187-560-012 $414.52 187-560-013 $414.52 187-560-014 $414.52 187-560-015 $414.52 187-560-016 $414.52 187-560-017 $414.52 187-560-019 $414.52 187-560-020 $414.52 187-570-001 $414.52 187-570-002 $414.52 187-570-003 $414.52 187-570-004 $414.52 187-570-005 $414.52 187-570-006 $414.52 187-570-007 $414.52 187-570-008 $414.52 187-580-001 $414.52 187-580-002 $414.52 187-580-003 $414.52 187-580-004 $414.52 187-580-005 $414.52 187-580-006 $414.52 187-580-007 $414.52 187-580-008 $414.52 187-580-009 $414.52 187-580-010 $414.52 187-580-011 $414.52 187-580-012 $414.52 187-580-013 $414.52 187-580-014 $414.52 187-580-015 $414.52 187-580-016 $414.52 187-580-017 $414.52 187-580-018 $414.52 187-580-019 $414.52 187-580-020 $414.52 187-580-021 $414.52 187-580-022 $414.52 187-580-023 $414.52 187-580-024 $414.52 187-580-025 $414.52 187-580-026 $414.52 187-580-027 $414.52 187-580-028 $414.52 187-580-029 $414.52 187-580-030 $414.52 187-580-031 $414.52 Assessor's Parcel Number Assessment Amount 187-580-032 $414.52 187-580-033 $414.52 187-580-034 $414.52 187-580-035 $414.52 187-590-001 $414.52 187-590-002 $414.52 187-590-003 $414.52 187-590-004 $414.52 187-590-005 $414.52 187-590-006 $414.52 187-590-007 $414.52 187-590-008 $414.52 187-590-009 $414.52 187-590-010 $414.52 187-590-011 $414.52 187-590-012 $414.52 187-590-013 $414.52 187-590-014 $414.52 187-590-015 $414.52 187-590-016 $414.52 187-590-017 $414.52 187-590-018 $414.52 187-590-021 $414.52 187-590-022 $414.52 187-590-023 $414.52 187-590-024 $414.52 187-590-025 $414.52 187-590-026 $414.52 187-590-027 $414.52 187-590-028 $414.52 187-590-029 $414.52 187-590-030 $414.52 187-590-031 $414.52 187-590-032 $414.52 187-590-033 $414.52 187-590-034 $414.52 187-590-035 $414.52 93Total Parcels: $38,550.36 Total Assessment: 79 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 57 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2877 M4 LEVY CODE: Pacific Waterways - Discovery Bay Area Assessor's Parcel Number Assessment Amount 011-291-002 $231.00 011-291-003 $231.00 011-291-004 $231.00 011-291-005 $231.00 011-291-006 $231.00 011-291-007 $231.00 011-291-008 $231.00 011-291-009 $231.00 011-291-010 $231.00 011-291-011 $231.00 011-291-012 $231.00 011-291-013 $231.00 011-291-014 $231.00 011-291-015 $231.00 011-291-017 $231.00 011-291-018 $231.00 011-291-019 $231.00 011-291-020 $231.00 011-291-021 $231.00 011-291-022 $231.00 011-291-023 $231.00 011-291-024 $231.00 011-291-025 $231.00 011-291-026 $231.00 011-291-027 $231.00 011-291-028 $231.00 011-291-029 $231.00 011-291-030 $231.00 011-291-031 $231.00 011-291-032 $231.00 011-291-033 $231.00 011-291-034 $231.00 011-291-035 $231.00 011-291-036 $231.00 011-291-037 $231.00 011-291-038 $231.00 011-291-039 $231.00 011-291-040 $231.00 011-291-041 $231.00 011-291-042 $231.00 011-291-043 $231.00 011-291-044 $231.00 011-291-045 $231.00 011-291-046 $231.00 011-291-047 $231.00 011-291-048 $231.00 011-291-049 $231.00 011-291-050 $231.00 011-291-051 $231.00 011-291-052 $231.00 011-291-053 $231.00 011-291-054 $231.00 011-291-055 $231.00 011-291-056 $231.00 011-291-057 $231.00 011-291-058 $231.00 Assessor's Parcel Number Assessment Amount 011-291-059 $231.00 011-291-060 $231.00 011-291-061 $231.00 011-291-062 $231.00 011-291-063 $231.00 011-291-064 $231.00 011-291-066 $231.00 011-302-001 $231.00 011-302-002 $231.00 011-302-003 $231.00 011-302-004 $231.00 011-302-005 $231.00 011-302-006 $231.00 011-302-007 $231.00 011-302-008 $231.00 011-302-009 $231.00 011-302-010 $231.00 011-302-011 $231.00 011-302-012 $231.00 011-302-013 $231.00 011-302-014 $231.00 011-302-015 $231.00 011-302-016 $231.00 011-302-017 $231.00 011-302-018 $231.00 011-302-019 $231.00 011-302-020 $231.00 011-302-021 $231.00 011-302-022 $231.00 011-302-023 $231.00 011-302-024 $231.00 011-302-025 $231.00 011-302-026 $231.00 011-302-027 $231.00 011-302-028 $231.00 011-302-029 $231.00 011-302-030 $231.00 011-302-031 $231.00 011-302-032 $231.00 011-302-033 $231.00 011-302-034 $231.00 011-302-035 $231.00 011-302-036 $231.00 011-302-037 $231.00 011-302-038 $231.00 011-302-039 $231.00 011-302-040 $231.00 011-302-041 $231.00 011-316-001 $231.00 011-316-002 $231.00 011-316-003 $231.00 011-316-004 $231.00 011-316-005 $231.00 011-316-006 $231.00 011-316-007 $231.00 011-316-008 $231.00 Assessor's Parcel Number Assessment Amount 011-316-009 $231.00 011-316-010 $231.00 011-316-011 $231.00 011-316-012 $231.00 011-316-013 $231.00 011-316-014 $231.00 011-316-015 $231.00 011-316-016 $231.00 011-316-017 $231.00 011-316-018 $231.00 011-316-019 $231.00 011-316-020 $231.00 011-316-021 $231.00 011-316-022 $231.00 011-316-023 $231.00 011-316-024 $231.00 011-316-025 $231.00 011-316-026 $231.00 011-316-027 $231.00 011-316-028 $231.00 011-316-029 $231.00 011-316-030 $231.00 011-316-031 $231.00 011-316-032 $231.00 011-316-033 $231.00 011-316-034 $231.00 011-316-035 $231.00 011-316-036 $231.00 011-316-037 $231.00 011-316-038 $231.00 011-316-039 $231.00 011-316-040 $231.00 011-316-041 $231.00 011-316-042 $231.00 011-323-001 $231.00 011-323-002 $231.00 011-323-003 $231.00 011-323-004 $231.00 011-323-005 $231.00 011-323-006 $231.00 011-323-007 $231.00 011-323-008 $231.00 011-323-009 $231.00 011-323-010 $231.00 011-323-011 $231.00 011-323-012 $231.00 011-323-013 $231.00 011-323-014 $231.00 011-323-015 $231.00 011-323-016 $231.00 011-323-017 $231.00 011-323-018 $231.00 011-323-019 $231.00 011-323-020 $231.00 011-323-021 $231.00 011-323-022 $231.00 Assessor's Parcel Number Assessment Amount 011-323-023 $231.00 011-323-024 $231.00 011-323-025 $231.00 011-323-026 $231.00 011-323-027 $231.00 011-323-028 $231.00 011-323-029 $231.00 011-323-030 $231.00 011-323-031 $231.00 011-323-032 $231.00 011-323-033 $231.00 011-323-034 $231.00 011-323-035 $231.00 011-323-036 $231.00 011-323-037 $231.00 011-323-038 $231.00 011-323-039 $231.00 011-323-040 $231.00 011-323-041 $231.00 011-323-042 $231.00 011-323-043 $231.00 011-323-044 $231.00 011-323-045 $231.00 011-323-046 $231.00 011-323-047 $231.00 011-323-048 $231.00 011-323-049 $231.00 011-323-050 $231.00 011-323-051 $231.00 011-323-052 $231.00 011-323-053 $231.00 011-323-054 $231.00 011-323-055 $231.00 011-323-056 $231.00 011-323-057 $231.00 011-323-058 $231.00 011-323-059 $231.00 011-323-060 $231.00 011-323-061 $231.00 011-323-062 $231.00 011-323-063 $231.00 011-323-064 $231.00 011-331-001 $231.00 011-331-002 $231.00 011-331-003 $231.00 011-331-004 $231.00 011-331-005 $231.00 011-331-006 $231.00 011-331-007 $231.00 011-331-008 $231.00 011-331-009 $231.00 011-331-010 $231.00 011-331-011 $231.00 011-331-012 $231.00 011-331-013 $231.00 011-331-014 $231.00 80 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 57 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2877 M4 LEVY CODE: Pacific Waterways - Discovery Bay Area Assessor's Parcel Number Assessment Amount 011-331-015 $231.00 011-331-016 $231.00 011-331-017 $231.00 011-331-018 $231.00 011-331-019 $231.00 011-331-020 $231.00 011-331-021 $231.00 011-331-022 $231.00 011-331-023 $231.00 011-331-024 $231.00 011-331-025 $231.00 011-331-026 $231.00 011-331-027 $231.00 011-331-028 $231.00 011-331-029 $231.00 011-331-030 $231.00 011-331-031 $231.00 011-331-032 $231.00 011-331-033 $231.00 011-331-034 $231.00 011-331-035 $231.00 011-331-036 $231.00 011-331-037 $231.00 011-331-038 $231.00 011-331-039 $231.00 011-331-040 $231.00 011-331-041 $231.00 011-331-042 $231.00 011-331-043 $231.00 011-331-044 $231.00 011-331-045 $231.00 011-331-046 $231.00 011-331-047 $231.00 011-331-048 $231.00 011-331-049 $231.00 011-331-050 $231.00 011-331-051 $231.00 011-331-052 $231.00 011-331-053 $231.00 011-331-054 $231.00 011-331-055 $231.00 011-331-056 $231.00 011-331-057 $231.00 011-331-058 $231.00 011-331-059 $231.00 011-331-060 $231.00 011-331-061 $231.00 011-331-062 $231.00 011-331-063 $231.00 011-331-064 $231.00 011-331-065 $231.00 011-331-066 $231.00 011-331-067 $231.00 011-331-068 $231.00 011-331-069 $231.00 011-331-070 $231.00 Assessor's Parcel Number Assessment Amount 011-331-071 $231.00 011-331-072 $231.00 011-331-073 $231.00 011-331-074 $231.00 011-331-075 $231.00 011-331-076 $231.00 011-331-077 $231.00 011-331-078 $231.00 011-331-079 $231.00 011-331-080 $231.00 011-331-081 $231.00 011-331-082 $231.00 011-331-083 $231.00 011-331-084 $231.00 011-331-085 $231.00 011-331-086 $231.00 011-331-087 $231.00 011-331-088 $231.00 011-331-089 $231.00 011-331-090 $231.00 011-331-091 $231.00 011-331-092 $231.00 011-331-093 $231.00 011-331-094 $231.00 011-331-095 $231.00 011-331-096 $231.00 011-331-097 $231.00 011-340-001 $231.00 011-340-002 $231.00 011-340-003 $231.00 011-340-004 $231.00 011-340-005 $231.00 011-340-006 $231.00 011-340-007 $231.00 011-340-008 $231.00 011-340-009 $231.00 011-340-010 $231.00 011-340-011 $231.00 011-340-012 $231.00 011-340-013 $231.00 011-340-014 $231.00 011-340-015 $231.00 011-340-016 $231.00 011-340-017 $231.00 011-340-018 $231.00 011-340-019 $231.00 011-340-020 $231.00 011-340-021 $231.00 011-340-022 $231.00 011-340-023 $231.00 011-340-024 $231.00 011-340-025 $231.00 011-340-026 $231.00 011-340-027 $231.00 011-340-028 $231.00 011-340-029 $231.00 Assessor's Parcel Number Assessment Amount 011-340-030 $231.00 011-340-031 $231.00 011-340-032 $231.00 011-340-033 $231.00 011-340-034 $231.00 011-340-035 $231.00 011-340-036 $231.00 011-340-037 $231.00 011-340-038 $231.00 011-340-039 $231.00 011-340-040 $231.00 011-340-041 $231.00 011-340-042 $231.00 011-340-043 $231.00 011-340-044 $231.00 011-340-045 $231.00 011-340-046 $231.00 011-340-047 $231.00 011-340-048 $231.00 011-340-049 $231.00 011-340-050 $231.00 011-340-051 $231.00 011-340-052 $231.00 011-340-053 $231.00 011-340-054 $231.00 011-340-055 $231.00 011-340-056 $231.00 011-340-057 $231.00 011-340-058 $231.00 011-340-059 $231.00 011-340-060 $231.00 011-340-061 $231.00 011-340-062 $231.00 011-340-063 $231.00 011-340-064 $231.00 011-340-065 $231.00 011-340-069 $231.00 011-340-070 $231.00 011-340-071 $231.00 011-340-072 $231.00 011-340-073 $231.00 011-340-074 $231.00 011-340-075 $231.00 379Total Parcels: $87,549.00 Total Assessment: 81 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-350-007 $203.20 011-350-009 $960.00 011-360-001 $160.00 011-360-002 $160.00 011-360-003 $160.00 011-360-004 $160.00 011-360-005 $160.00 011-360-006 $160.00 011-360-007 $160.00 011-360-008 $160.00 011-360-009 $160.00 011-360-010 $160.00 011-360-011 $160.00 011-360-012 $160.00 011-360-013 $160.00 011-360-014 $160.00 011-360-015 $160.00 011-360-016 $160.00 011-360-017 $160.00 011-360-018 $160.00 011-360-019 $160.00 011-360-020 $160.00 011-360-021 $160.00 011-360-022 $160.00 011-360-023 $160.00 011-360-024 $160.00 011-360-025 $160.00 011-360-026 $160.00 011-360-027 $160.00 011-360-028 $160.00 011-360-029 $160.00 011-360-030 $160.00 011-360-031 $160.00 011-360-032 $160.00 011-360-033 $160.00 011-360-034 $160.00 011-360-035 $160.00 011-360-036 $160.00 011-360-037 $160.00 011-360-038 $160.00 011-360-039 $160.00 011-360-040 $160.00 011-360-041 $160.00 011-360-042 $160.00 011-360-043 $160.00 011-360-044 $160.00 011-360-045 $160.00 011-360-046 $160.00 011-360-047 $160.00 011-360-048 $160.00 011-360-049 $160.00 011-360-050 $160.00 011-360-051 $160.00 011-360-052 $160.00 011-360-053 $160.00 011-360-054 $160.00 Assessor's Parcel Number Assessment Amount 011-360-055 $160.00 011-360-056 $160.00 011-360-057 $160.00 011-370-001 $160.00 011-370-002 $160.00 011-370-003 $160.00 011-370-004 $160.00 011-370-005 $160.00 011-370-006 $160.00 011-370-007 $160.00 011-370-008 $160.00 011-370-009 $160.00 011-370-010 $160.00 011-370-011 $160.00 011-370-012 $160.00 011-370-013 $160.00 011-370-014 $160.00 011-370-015 $160.00 011-370-016 $160.00 011-370-017 $160.00 011-370-018 $160.00 011-370-019 $160.00 011-370-020 $160.00 011-370-021 $160.00 011-370-022 $160.00 011-370-023 $160.00 011-370-024 $160.00 011-370-025 $160.00 011-370-026 $160.00 011-370-027 $160.00 011-370-028 $160.00 011-370-029 $160.00 011-370-030 $160.00 011-370-031 $160.00 011-370-032 $160.00 011-370-033 $160.00 011-370-034 $160.00 011-370-035 $160.00 011-370-036 $160.00 011-370-037 $160.00 011-370-038 $160.00 011-370-039 $160.00 011-370-040 $160.00 011-370-041 $160.00 011-370-042 $160.00 011-370-043 $160.00 011-370-044 $160.00 011-370-045 $160.00 011-370-046 $160.00 011-370-047 $160.00 011-370-048 $160.00 011-370-049 $160.00 011-370-050 $160.00 011-370-051 $160.00 011-370-052 $160.00 011-370-053 $160.00 Assessor's Parcel Number Assessment Amount 011-370-054 $160.00 011-370-055 $160.00 011-370-056 $160.00 011-370-057 $160.00 011-370-058 $160.00 011-370-059 $160.00 011-370-060 $160.00 011-370-061 $160.00 011-370-062 $160.00 011-370-063 $160.00 011-370-064 $160.00 011-370-065 $160.00 011-370-066 $160.00 011-370-067 $160.00 011-370-068 $160.00 011-370-069 $160.00 011-370-070 $160.00 011-370-071 $160.00 011-370-072 $160.00 011-370-073 $160.00 011-370-074 $160.00 011-370-075 $160.00 011-370-076 $160.00 011-370-077 $160.00 011-381-001 $160.00 011-381-002 $160.00 011-381-003 $160.00 011-381-004 $160.00 011-381-005 $160.00 011-381-006 $160.00 011-381-007 $160.00 011-381-008 $160.00 011-381-009 $160.00 011-381-010 $160.00 011-381-011 $160.00 011-381-012 $160.00 011-381-013 $160.00 011-381-014 $160.00 011-381-015 $160.00 011-381-016 $160.00 011-381-017 $160.00 011-381-018 $160.00 011-381-019 $160.00 011-381-020 $160.00 011-381-021 $160.00 011-381-022 $160.00 011-381-023 $160.00 011-381-024 $160.00 011-381-025 $160.00 011-381-026 $160.00 011-381-027 $160.00 011-381-028 $160.00 011-381-029 $160.00 011-381-030 $160.00 011-381-031 $160.00 011-381-032 $160.00 Assessor's Parcel Number Assessment Amount 011-381-033 $160.00 011-381-034 $160.00 011-381-035 $160.00 011-381-036 $160.00 011-381-037 $160.00 011-381-038 $160.00 011-381-039 $160.00 011-381-040 $160.00 011-381-041 $160.00 011-381-042 $160.00 011-381-043 $160.00 011-381-044 $160.00 011-381-045 $160.00 011-381-046 $160.00 011-381-047 $160.00 011-381-048 $160.00 011-381-049 $160.00 011-381-050 $160.00 011-381-051 $160.00 011-381-052 $160.00 011-381-053 $160.00 011-381-054 $160.00 011-381-055 $160.00 011-381-056 $160.00 011-381-057 $160.00 011-381-058 $160.00 011-390-001 $160.00 011-390-002 $160.00 011-390-003 $160.00 011-390-004 $160.00 011-390-005 $160.00 011-390-006 $160.00 011-390-007 $160.00 011-390-008 $160.00 011-390-009 $160.00 011-390-010 $160.00 011-390-011 $160.00 011-390-012 $160.00 011-390-013 $160.00 011-390-014 $160.00 011-390-015 $160.00 011-390-016 $160.00 011-390-017 $160.00 011-390-018 $160.00 011-390-019 $160.00 011-390-020 $160.00 011-390-021 $160.00 011-390-022 $160.00 011-390-023 $160.00 011-390-024 $160.00 011-390-025 $160.00 011-390-026 $160.00 011-390-027 $160.00 011-390-028 $160.00 011-390-029 $160.00 011-390-030 $160.00 82 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-390-031 $160.00 011-390-032 $160.00 011-390-033 $160.00 011-390-034 $160.00 011-390-035 $160.00 011-390-036 $160.00 011-390-037 $160.00 011-390-038 $160.00 011-390-039 $160.00 011-390-040 $160.00 011-390-041 $160.00 011-390-042 $160.00 011-390-043 $160.00 011-390-044 $160.00 011-390-045 $160.00 011-390-046 $160.00 011-390-047 $160.00 011-390-048 $160.00 011-390-049 $160.00 011-390-050 $160.00 011-390-051 $160.00 011-390-052 $160.00 011-390-053 $160.00 011-390-054 $160.00 011-390-055 $160.00 011-390-056 $160.00 011-390-057 $160.00 011-390-058 $160.00 011-390-059 $160.00 011-390-060 $160.00 011-390-061 $160.00 011-390-062 $160.00 011-390-063 $160.00 011-390-064 $160.00 011-390-065 $160.00 011-390-066 $160.00 011-390-067 $160.00 011-390-068 $160.00 011-390-069 $160.00 011-390-070 $160.00 011-390-071 $160.00 011-400-001 $160.00 011-400-002 $160.00 011-400-003 $160.00 011-400-004 $160.00 011-400-005 $160.00 011-400-006 $160.00 011-400-007 $160.00 011-400-008 $160.00 011-400-009 $160.00 011-400-010 $160.00 011-400-011 $160.00 011-400-012 $160.00 011-400-013 $160.00 011-400-014 $160.00 011-400-015 $160.00 Assessor's Parcel Number Assessment Amount 011-400-016 $160.00 011-400-017 $160.00 011-400-018 $160.00 011-400-019 $160.00 011-400-020 $160.00 011-400-021 $160.00 011-400-022 $160.00 011-400-023 $160.00 011-400-024 $160.00 011-400-025 $160.00 011-400-026 $160.00 011-400-027 $160.00 011-400-028 $160.00 011-400-029 $160.00 011-400-030 $160.00 011-400-031 $160.00 011-400-032 $160.00 011-400-033 $160.00 011-400-034 $160.00 011-400-035 $160.00 011-400-036 $160.00 011-400-037 $160.00 011-400-038 $160.00 011-400-039 $160.00 011-400-040 $160.00 011-400-041 $160.00 011-400-042 $160.00 011-400-043 $160.00 011-400-044 $160.00 011-400-045 $160.00 011-400-046 $160.00 011-400-047 $160.00 011-400-048 $160.00 011-400-049 $160.00 011-400-050 $160.00 011-400-051 $160.00 011-400-052 $160.00 011-400-053 $160.00 011-400-054 $160.00 011-400-055 $160.00 011-400-056 $160.00 011-400-057 $160.00 011-400-058 $160.00 011-400-059 $160.00 011-400-060 $160.00 011-400-061 $160.00 011-400-062 $160.00 011-400-063 $160.00 011-400-064 $160.00 011-400-065 $160.00 011-400-066 $160.00 011-400-067 $160.00 011-400-068 $160.00 011-400-069 $160.00 011-400-070 $160.00 011-400-071 $160.00 Assessor's Parcel Number Assessment Amount 011-400-072 $160.00 011-400-073 $160.00 011-400-074 $160.00 011-400-075 $160.00 011-400-076 $160.00 011-400-077 $160.00 011-400-078 $160.00 011-400-079 $160.00 011-400-080 $160.00 011-400-081 $160.00 011-400-082 $160.00 011-400-083 $160.00 011-400-084 $160.00 011-400-085 $160.00 011-400-086 $160.00 011-400-087 $160.00 011-400-088 $160.00 011-400-089 $160.00 011-400-090 $160.00 011-400-091 $160.00 011-400-092 $160.00 011-400-093 $160.00 011-400-094 $160.00 011-400-095 $160.00 011-400-096 $160.00 011-400-097 $160.00 011-400-098 $160.00 011-400-099 $160.00 011-410-001 $160.00 011-410-002 $160.00 011-410-003 $160.00 011-410-004 $160.00 011-410-005 $160.00 011-410-006 $160.00 011-410-007 $160.00 011-410-008 $160.00 011-410-009 $160.00 011-410-010 $160.00 011-410-011 $160.00 011-410-012 $160.00 011-410-013 $160.00 011-410-014 $160.00 011-410-015 $160.00 011-410-016 $160.00 011-410-017 $160.00 011-410-018 $160.00 011-410-019 $160.00 011-410-020 $160.00 011-410-021 $160.00 011-410-022 $160.00 011-410-023 $160.00 011-410-024 $160.00 011-410-025 $160.00 011-410-026 $160.00 011-410-027 $160.00 011-410-028 $160.00 Assessor's Parcel Number Assessment Amount 011-410-029 $160.00 011-410-030 $160.00 011-410-031 $160.00 011-410-032 $160.00 011-410-033 $160.00 011-410-034 $160.00 011-410-035 $160.00 011-410-036 $160.00 011-410-037 $160.00 011-410-038 $160.00 011-410-039 $160.00 011-410-040 $160.00 011-410-041 $160.00 011-410-042 $160.00 011-410-043 $160.00 011-410-044 $160.00 011-410-045 $160.00 011-410-046 $160.00 011-410-047 $160.00 011-410-048 $160.00 011-410-049 $160.00 011-410-050 $160.00 011-410-051 $160.00 011-410-052 $160.00 011-410-053 $160.00 011-410-054 $160.00 011-410-055 $160.00 011-410-056 $160.00 011-410-057 $160.00 011-410-058 $160.00 011-410-059 $160.00 011-410-060 $160.00 011-410-061 $160.00 011-410-062 $160.00 011-410-063 $160.00 011-410-064 $160.00 011-410-065 $160.00 011-410-066 $160.00 011-410-067 $160.00 011-410-068 $160.00 011-410-069 $160.00 011-410-070 $160.00 011-410-071 $160.00 011-410-072 $160.00 011-410-073 $160.00 011-410-074 $160.00 011-410-075 $160.00 011-410-076 $160.00 011-410-077 $160.00 011-421-001 $160.00 011-421-002 $160.00 011-421-003 $160.00 011-421-004 $160.00 011-421-005 $160.00 011-421-006 $160.00 011-421-007 $160.00 83 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-421-008 $160.00 011-421-009 $160.00 011-421-010 $160.00 011-421-011 $160.00 011-421-012 $160.00 011-421-013 $160.00 011-421-014 $160.00 011-421-015 $160.00 011-421-016 $160.00 011-421-017 $160.00 011-421-018 $160.00 011-421-019 $160.00 011-421-020 $160.00 011-421-021 $160.00 011-421-022 $160.00 011-421-023 $160.00 011-421-024 $160.00 011-421-025 $160.00 011-421-026 $160.00 011-421-027 $160.00 011-421-028 $160.00 011-421-029 $160.00 011-421-030 $160.00 011-421-031 $160.00 011-421-032 $160.00 011-421-033 $160.00 011-421-034 $160.00 011-421-035 $160.00 011-421-036 $160.00 011-421-037 $160.00 011-421-038 $160.00 011-421-039 $160.00 011-421-040 $160.00 011-421-041 $160.00 011-421-042 $160.00 011-421-043 $160.00 011-421-044 $160.00 011-430-001 $160.00 011-430-002 $160.00 011-430-003 $160.00 011-430-004 $160.00 011-430-005 $160.00 011-430-006 $160.00 011-430-007 $160.00 011-430-008 $160.00 011-430-009 $160.00 011-430-010 $160.00 011-430-011 $160.00 011-430-012 $160.00 011-430-013 $160.00 011-430-014 $160.00 011-430-015 $160.00 011-430-016 $160.00 011-430-017 $160.00 011-430-018 $160.00 011-430-019 $160.00 Assessor's Parcel Number Assessment Amount 011-430-020 $160.00 011-430-021 $160.00 011-430-022 $160.00 011-430-023 $160.00 011-430-024 $160.00 011-430-025 $160.00 011-430-026 $160.00 011-430-027 $160.00 011-430-028 $160.00 011-430-029 $160.00 011-430-030 $160.00 011-430-031 $160.00 011-430-032 $160.00 011-430-033 $160.00 011-430-034 $160.00 011-430-035 $160.00 011-430-036 $160.00 011-430-037 $160.00 011-430-038 $160.00 011-430-039 $160.00 011-430-040 $160.00 011-430-041 $160.00 011-430-042 $160.00 011-430-043 $160.00 011-430-044 $160.00 011-430-045 $160.00 011-430-046 $160.00 011-430-047 $160.00 011-430-048 $160.00 011-430-049 $160.00 011-430-050 $160.00 011-430-051 $160.00 011-430-052 $160.00 011-430-053 $160.00 011-430-054 $160.00 011-430-055 $160.00 011-430-056 $160.00 011-430-057 $160.00 011-430-058 $160.00 011-430-059 $160.00 011-430-060 $160.00 011-430-061 $160.00 011-430-062 $160.00 011-430-063 $160.00 011-430-064 $160.00 011-430-065 $160.00 011-430-066 $160.00 011-430-067 $160.00 011-430-068 $160.00 011-430-069 $160.00 011-430-070 $160.00 011-430-071 $160.00 011-430-072 $160.00 011-430-073 $160.00 011-430-074 $160.00 011-430-075 $160.00 Assessor's Parcel Number Assessment Amount 011-430-076 $160.00 011-430-077 $160.00 011-430-078 $160.00 011-430-079 $160.00 011-430-080 $160.00 011-441-001 $160.00 011-441-002 $160.00 011-441-003 $160.00 011-441-004 $160.00 011-441-005 $160.00 011-441-006 $160.00 011-441-007 $160.00 011-441-008 $160.00 011-441-009 $160.00 011-441-010 $160.00 011-441-011 $160.00 011-441-012 $160.00 011-441-013 $160.00 011-441-014 $160.00 011-441-015 $160.00 011-441-016 $160.00 011-441-017 $160.00 011-441-018 $160.00 011-441-019 $160.00 011-441-020 $160.00 011-441-021 $160.00 011-441-022 $160.00 011-441-023 $160.00 011-441-024 $160.00 011-441-025 $160.00 011-441-026 $160.00 011-441-027 $160.00 011-441-028 $160.00 011-441-029 $160.00 011-441-030 $160.00 011-441-031 $160.00 011-441-032 $160.00 011-441-033 $160.00 011-441-034 $160.00 011-441-035 $160.00 011-441-036 $160.00 011-441-037 $160.00 011-441-038 $160.00 011-441-039 $160.00 011-441-040 $160.00 011-441-041 $160.00 011-441-042 $160.00 011-441-043 $160.00 011-441-044 $160.00 011-441-045 $160.00 011-441-046 $160.00 011-441-047 $160.00 011-441-048 $160.00 011-441-049 $160.00 011-441-050 $160.00 011-450-001 $160.00 Assessor's Parcel Number Assessment Amount 011-450-002 $160.00 011-450-003 $160.00 011-450-004 $160.00 011-450-005 $160.00 011-450-006 $160.00 011-450-007 $160.00 011-450-008 $160.00 011-450-009 $160.00 011-450-010 $160.00 011-450-011 $160.00 011-450-012 $160.00 011-450-013 $160.00 011-450-014 $160.00 011-450-015 $160.00 011-450-016 $160.00 011-450-017 $160.00 011-450-018 $160.00 011-450-019 $160.00 011-450-020 $160.00 011-450-021 $160.00 011-450-022 $160.00 011-450-023 $160.00 011-450-024 $160.00 011-450-025 $160.00 011-450-026 $160.00 011-450-027 $160.00 011-450-028 $160.00 011-450-029 $160.00 011-450-030 $160.00 011-450-031 $160.00 011-450-032 $160.00 011-450-033 $160.00 011-450-034 $160.00 011-450-035 $160.00 011-450-036 $160.00 011-450-037 $160.00 011-450-038 $160.00 011-450-039 $160.00 011-450-040 $160.00 011-450-041 $160.00 011-450-042 $160.00 011-450-043 $160.00 011-450-044 $160.00 011-450-045 $160.00 011-450-046 $160.00 011-450-047 $160.00 011-450-048 $160.00 011-450-049 $160.00 011-450-050 $160.00 011-450-051 $160.00 011-450-052 $160.00 011-450-053 $160.00 011-450-054 $160.00 011-450-055 $160.00 011-460-001 $160.00 011-460-002 $160.00 84 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-460-003 $160.00 011-460-004 $160.00 011-460-005 $160.00 011-460-006 $160.00 011-460-007 $160.00 011-460-008 $160.00 011-460-009 $160.00 011-460-010 $160.00 011-460-011 $160.00 011-460-012 $160.00 011-460-013 $160.00 011-460-014 $160.00 011-460-015 $160.00 011-460-016 $160.00 011-460-017 $160.00 011-460-018 $160.00 011-460-019 $160.00 011-460-020 $160.00 011-460-021 $160.00 011-460-022 $160.00 011-460-023 $160.00 011-460-024 $160.00 011-460-025 $160.00 011-460-026 $160.00 011-460-027 $160.00 011-460-028 $160.00 011-460-029 $160.00 011-460-030 $160.00 011-460-031 $160.00 011-460-032 $160.00 011-460-033 $160.00 011-460-034 $160.00 011-460-035 $160.00 011-460-036 $160.00 011-460-037 $160.00 011-460-038 $160.00 011-460-039 $160.00 011-460-040 $160.00 011-460-041 $160.00 011-460-042 $160.00 011-460-043 $160.00 011-460-044 $160.00 011-460-045 $160.00 011-460-046 $160.00 011-460-047 $160.00 011-460-048 $160.00 011-460-049 $160.00 011-490-001 $160.00 011-490-002 $160.00 011-490-003 $160.00 011-490-004 $160.00 011-490-005 $160.00 011-490-006 $160.00 011-490-007 $160.00 011-490-008 $160.00 011-490-009 $160.00 Assessor's Parcel Number Assessment Amount 011-490-010 $160.00 011-490-011 $160.00 011-490-012 $160.00 011-490-013 $160.00 011-490-014 $160.00 011-490-015 $160.00 011-490-016 $160.00 011-490-017 $160.00 011-490-018 $160.00 011-490-019 $160.00 011-490-020 $160.00 011-490-021 $160.00 011-490-022 $160.00 011-490-023 $160.00 011-490-024 $160.00 011-490-025 $160.00 011-490-026 $160.00 011-490-027 $160.00 011-490-028 $160.00 011-490-029 $160.00 011-490-030 $160.00 011-490-031 $160.00 011-490-032 $160.00 011-490-033 $160.00 011-490-034 $160.00 011-490-035 $160.00 011-490-036 $160.00 011-490-037 $160.00 011-490-038 $160.00 011-490-039 $160.00 011-490-040 $160.00 011-490-041 $160.00 011-490-042 $160.00 011-490-043 $160.00 011-490-044 $160.00 011-490-045 $160.00 011-490-046 $160.00 011-490-047 $160.00 011-490-048 $160.00 011-490-049 $160.00 011-490-050 $160.00 011-490-051 $160.00 011-490-052 $160.00 011-490-053 $160.00 011-490-054 $160.00 011-490-055 $160.00 011-490-056 $160.00 011-490-057 $160.00 011-490-058 $160.00 011-490-059 $160.00 011-490-060 $160.00 011-490-061 $160.00 011-490-062 $160.00 011-490-063 $160.00 011-490-064 $160.00 011-490-065 $160.00 Assessor's Parcel Number Assessment Amount 011-490-066 $160.00 011-490-067 $160.00 011-490-068 $160.00 011-490-069 $160.00 011-490-070 $160.00 011-490-071 $160.00 011-490-072 $160.00 011-500-001 $160.00 011-500-002 $160.00 011-500-003 $160.00 011-500-004 $160.00 011-500-005 $160.00 011-500-006 $160.00 011-500-007 $160.00 011-500-008 $160.00 011-500-009 $160.00 011-500-010 $160.00 011-500-011 $160.00 011-500-012 $160.00 011-500-013 $160.00 011-500-014 $160.00 011-500-015 $160.00 011-500-016 $160.00 011-500-017 $160.00 011-500-018 $160.00 011-500-019 $160.00 011-500-020 $160.00 011-500-021 $160.00 011-500-022 $160.00 011-500-023 $160.00 011-500-024 $160.00 011-500-025 $160.00 011-500-026 $160.00 011-500-027 $160.00 011-500-028 $160.00 011-500-029 $160.00 011-500-030 $160.00 011-500-031 $160.00 011-500-032 $160.00 011-500-033 $160.00 011-500-034 $160.00 011-500-035 $160.00 011-500-036 $160.00 011-500-037 $160.00 011-500-038 $160.00 011-500-039 $160.00 011-500-040 $160.00 011-500-041 $160.00 011-500-042 $160.00 011-500-043 $160.00 011-500-044 $160.00 011-500-045 $160.00 011-500-046 $160.00 011-500-047 $160.00 011-500-048 $160.00 011-500-049 $160.00 Assessor's Parcel Number Assessment Amount 011-500-050 $160.00 011-500-051 $160.00 011-500-052 $160.00 011-500-053 $160.00 011-500-054 $160.00 011-500-055 $160.00 011-500-056 $160.00 011-500-057 $160.00 011-500-058 $160.00 011-500-059 $160.00 011-500-060 $160.00 011-500-061 $160.00 011-500-062 $160.00 011-500-063 $160.00 011-500-064 $160.00 011-500-065 $160.00 011-500-066 $160.00 011-500-067 $160.00 011-500-068 $160.00 011-500-069 $160.00 011-500-070 $160.00 011-500-071 $160.00 011-500-072 $160.00 011-500-073 $160.00 011-500-074 $160.00 011-500-075 $160.00 011-500-076 $160.00 011-500-077 $160.00 011-500-078 $160.00 011-500-079 $160.00 011-500-080 $160.00 011-500-081 $160.00 011-500-082 $160.00 011-500-083 $160.00 011-500-084 $160.00 011-500-085 $160.00 011-500-086 $160.00 011-500-087 $160.00 011-500-088 $160.00 011-500-089 $160.00 011-500-090 $160.00 011-500-091 $160.00 011-500-092 $160.00 011-500-093 $160.00 011-500-094 $160.00 011-500-095 $160.00 011-500-096 $160.00 011-500-097 $160.00 011-510-001 $160.00 011-510-002 $160.00 011-510-003 $160.00 011-510-004 $160.00 011-510-005 $160.00 011-510-006 $160.00 011-510-007 $160.00 011-510-008 $160.00 85 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-510-009 $160.00 011-510-010 $160.00 011-510-011 $160.00 011-510-012 $160.00 011-510-013 $160.00 011-510-014 $160.00 011-510-015 $160.00 011-510-016 $160.00 011-510-017 $160.00 011-510-018 $160.00 011-510-019 $160.00 011-510-020 $160.00 011-510-021 $160.00 011-510-022 $160.00 011-510-023 $160.00 011-510-024 $160.00 011-510-025 $160.00 011-510-026 $160.00 011-510-027 $160.00 011-510-028 $160.00 011-510-029 $160.00 011-510-030 $160.00 011-510-031 $160.00 011-510-032 $160.00 011-510-033 $160.00 011-510-034 $160.00 011-510-035 $160.00 011-510-036 $160.00 011-510-037 $160.00 011-510-038 $160.00 011-510-039 $160.00 011-510-040 $160.00 011-510-041 $160.00 011-510-042 $160.00 011-510-043 $160.00 011-510-044 $160.00 011-510-045 $160.00 011-510-046 $160.00 011-510-047 $160.00 011-510-048 $160.00 011-510-049 $160.00 011-510-050 $160.00 011-510-051 $160.00 011-510-052 $160.00 011-510-053 $160.00 011-510-054 $160.00 011-510-055 $160.00 011-510-056 $160.00 011-510-057 $160.00 011-510-058 $160.00 011-510-059 $160.00 011-510-060 $160.00 011-510-061 $160.00 011-510-062 $160.00 011-510-063 $160.00 011-510-064 $160.00 Assessor's Parcel Number Assessment Amount 011-510-065 $160.00 011-510-066 $160.00 011-510-067 $160.00 011-510-068 $160.00 011-510-069 $160.00 011-510-070 $160.00 011-510-071 $160.00 011-510-072 $160.00 011-510-073 $160.00 011-510-074 $160.00 011-510-075 $160.00 011-510-076 $160.00 011-510-077 $160.00 011-510-078 $160.00 011-510-079 $160.00 011-510-080 $160.00 011-510-081 $160.00 011-510-082 $160.00 011-510-083 $160.00 011-510-084 $160.00 011-510-085 $160.00 011-510-086 $160.00 011-510-087 $160.00 011-510-088 $160.00 011-520-001 $160.00 011-520-002 $160.00 011-520-003 $160.00 011-520-004 $160.00 011-520-005 $160.00 011-520-006 $160.00 011-520-007 $160.00 011-520-008 $160.00 011-520-009 $160.00 011-520-010 $160.00 011-520-011 $160.00 011-520-012 $160.00 011-520-013 $160.00 011-520-014 $160.00 011-520-015 $160.00 011-520-016 $160.00 011-520-017 $160.00 011-520-018 $160.00 011-520-019 $160.00 011-520-020 $160.00 011-520-021 $160.00 011-520-022 $160.00 011-520-023 $160.00 011-520-024 $160.00 011-520-025 $160.00 011-520-026 $160.00 011-520-027 $160.00 011-520-028 $160.00 011-520-029 $160.00 011-520-030 $160.00 011-520-031 $160.00 011-520-032 $160.00 Assessor's Parcel Number Assessment Amount 011-520-033 $160.00 011-520-034 $160.00 011-520-035 $160.00 011-520-036 $160.00 011-520-037 $160.00 011-520-038 $160.00 011-520-039 $160.00 011-520-040 $160.00 011-520-041 $160.00 011-520-042 $160.00 011-520-043 $160.00 011-520-044 $160.00 011-520-045 $160.00 011-520-046 $160.00 011-520-047 $160.00 011-520-048 $160.00 011-520-049 $160.00 011-520-050 $160.00 011-520-051 $160.00 011-520-052 $160.00 011-520-053 $160.00 011-520-054 $160.00 011-530-001 $160.00 011-530-002 $160.00 011-530-003 $160.00 011-530-004 $160.00 011-530-005 $160.00 011-530-006 $160.00 011-530-007 $160.00 011-530-008 $160.00 011-530-009 $160.00 011-530-010 $160.00 011-530-011 $160.00 011-530-012 $160.00 011-530-013 $160.00 011-530-014 $160.00 011-530-015 $160.00 011-530-016 $160.00 011-530-017 $160.00 011-530-018 $160.00 011-530-019 $160.00 011-530-020 $160.00 011-530-021 $160.00 011-530-022 $160.00 011-530-023 $160.00 011-530-024 $160.00 011-530-025 $160.00 011-530-026 $160.00 011-530-027 $160.00 011-530-028 $160.00 011-530-029 $160.00 011-530-030 $160.00 011-530-031 $160.00 011-530-032 $160.00 011-530-033 $160.00 011-530-034 $160.00 Assessor's Parcel Number Assessment Amount 011-530-035 $160.00 011-530-036 $160.00 011-530-037 $160.00 011-530-038 $160.00 011-530-039 $160.00 011-530-040 $160.00 011-530-041 $160.00 011-530-042 $160.00 011-530-043 $160.00 011-530-044 $160.00 011-530-045 $160.00 011-530-046 $160.00 011-530-047 $160.00 011-530-048 $160.00 011-530-049 $160.00 011-530-050 $160.00 011-530-051 $160.00 011-530-052 $160.00 011-530-053 $160.00 011-530-054 $160.00 011-530-055 $160.00 011-530-056 $160.00 011-540-001 $160.00 011-540-002 $160.00 011-540-003 $160.00 011-540-004 $160.00 011-540-005 $160.00 011-540-006 $160.00 011-540-007 $160.00 011-540-008 $160.00 011-540-009 $160.00 011-540-010 $160.00 011-540-011 $160.00 011-540-012 $160.00 011-540-013 $160.00 011-540-014 $160.00 011-540-015 $160.00 011-540-016 $160.00 011-540-017 $160.00 011-540-018 $160.00 011-540-019 $160.00 011-540-020 $160.00 011-540-021 $160.00 011-540-022 $160.00 011-540-023 $160.00 011-540-024 $160.00 011-540-025 $160.00 011-540-026 $160.00 011-540-027 $160.00 011-540-028 $160.00 011-540-029 $160.00 011-540-030 $160.00 011-540-031 $160.00 011-540-032 $160.00 011-540-033 $160.00 011-540-034 $160.00 86 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-540-035 $160.00 011-540-036 $160.00 011-540-037 $160.00 011-540-038 $160.00 011-540-039 $160.00 011-540-040 $160.00 011-540-041 $160.00 011-540-042 $160.00 011-540-043 $160.00 011-540-044 $160.00 011-540-045 $160.00 011-540-046 $160.00 011-540-047 $160.00 011-550-001 $160.00 011-550-002 $160.00 011-550-003 $160.00 011-550-004 $160.00 011-550-005 $160.00 011-550-006 $160.00 011-550-007 $160.00 011-550-008 $160.00 011-550-009 $160.00 011-550-010 $160.00 011-550-011 $160.00 011-550-012 $160.00 011-550-013 $160.00 011-550-014 $160.00 011-550-015 $160.00 011-550-016 $160.00 011-550-017 $160.00 011-550-018 $160.00 011-550-019 $160.00 011-550-020 $160.00 011-550-021 $160.00 011-550-022 $160.00 011-550-023 $160.00 011-550-024 $160.00 011-550-025 $160.00 011-550-026 $160.00 011-550-027 $160.00 011-550-028 $160.00 011-550-029 $160.00 011-550-030 $160.00 011-550-031 $160.00 011-550-032 $160.00 011-550-033 $160.00 011-550-034 $160.00 011-550-035 $160.00 011-550-036 $160.00 011-550-037 $160.00 011-550-038 $160.00 011-550-039 $160.00 011-550-040 $160.00 011-550-041 $160.00 011-550-042 $160.00 011-550-043 $160.00 Assessor's Parcel Number Assessment Amount 011-550-044 $160.00 011-550-045 $160.00 011-550-046 $160.00 011-550-047 $160.00 011-550-048 $160.00 011-550-049 $160.00 011-550-050 $160.00 011-550-051 $160.00 011-550-052 $160.00 011-550-053 $160.00 011-550-054 $160.00 011-550-055 $160.00 011-550-056 $160.00 011-550-057 $160.00 011-550-058 $160.00 011-550-059 $160.00 011-550-060 $160.00 011-550-061 $160.00 011-550-062 $160.00 011-550-063 $160.00 011-550-064 $160.00 011-550-065 $160.00 011-550-066 $160.00 011-550-067 $160.00 011-550-068 $160.00 011-550-069 $160.00 011-550-070 $160.00 011-550-071 $160.00 011-550-072 $160.00 011-550-073 $160.00 011-550-074 $160.00 011-550-075 $160.00 011-550-076 $160.00 011-550-077 $160.00 011-550-078 $160.00 011-550-079 $160.00 011-550-080 $160.00 011-550-081 $160.00 011-550-082 $160.00 011-550-083 $160.00 011-550-084 $160.00 011-550-085 $160.00 011-550-086 $160.00 011-550-087 $160.00 011-550-088 $160.00 011-550-089 $160.00 011-550-090 $160.00 011-550-091 $160.00 011-550-092 $160.00 011-560-001 $160.00 011-560-002 $160.00 011-560-003 $160.00 011-560-004 $160.00 011-560-005 $160.00 011-560-006 $160.00 011-560-007 $160.00 Assessor's Parcel Number Assessment Amount 011-560-008 $160.00 011-560-009 $160.00 011-560-010 $160.00 011-560-011 $160.00 011-560-012 $160.00 011-560-013 $160.00 011-560-014 $160.00 011-560-015 $160.00 011-560-016 $160.00 011-560-017 $160.00 011-560-018 $160.00 011-560-019 $160.00 011-560-020 $160.00 011-560-021 $160.00 011-560-022 $160.00 011-560-023 $160.00 011-560-024 $160.00 011-560-025 $160.00 011-560-026 $160.00 011-560-027 $160.00 011-560-028 $160.00 011-560-029 $160.00 011-560-030 $160.00 011-560-031 $160.00 011-560-032 $160.00 011-560-033 $160.00 011-560-034 $160.00 011-560-035 $160.00 011-560-036 $160.00 011-560-037 $160.00 011-560-038 $160.00 011-560-039 $160.00 011-560-040 $160.00 011-560-041 $160.00 011-560-042 $160.00 011-560-043 $160.00 011-560-044 $160.00 011-560-045 $160.00 011-560-046 $160.00 011-560-047 $160.00 011-560-048 $160.00 011-560-049 $160.00 011-560-050 $160.00 011-560-051 $160.00 011-560-052 $160.00 011-560-053 $160.00 011-560-054 $160.00 011-560-055 $160.00 011-560-056 $160.00 011-560-057 $160.00 011-560-058 $160.00 011-560-059 $160.00 011-560-060 $160.00 011-560-061 $160.00 011-560-062 $160.00 011-560-063 $160.00 Assessor's Parcel Number Assessment Amount 011-560-064 $160.00 011-560-065 $160.00 011-560-066 $160.00 011-560-067 $160.00 011-560-068 $160.00 011-560-069 $160.00 011-560-070 $160.00 011-560-071 $160.00 011-560-072 $160.00 011-560-073 $160.00 011-560-074 $160.00 011-560-075 $160.00 011-560-076 $160.00 011-560-077 $160.00 011-560-078 $160.00 011-560-079 $160.00 011-560-080 $160.00 011-560-081 $160.00 011-560-082 $160.00 011-560-083 $160.00 011-570-001 $160.00 011-570-002 $160.00 011-570-003 $160.00 011-570-004 $160.00 011-570-005 $160.00 011-570-006 $160.00 011-570-007 $160.00 011-570-008 $160.00 011-570-009 $160.00 011-570-010 $160.00 011-570-011 $160.00 011-570-012 $160.00 011-570-013 $160.00 011-570-014 $160.00 011-570-015 $160.00 011-570-016 $160.00 011-570-017 $160.00 011-570-018 $160.00 011-570-019 $160.00 011-570-020 $160.00 011-570-021 $160.00 011-570-022 $160.00 011-570-023 $160.00 011-570-024 $160.00 011-570-025 $160.00 011-570-026 $160.00 011-570-027 $160.00 011-570-028 $160.00 011-570-029 $160.00 011-570-030 $160.00 011-570-031 $160.00 011-570-032 $160.00 011-570-033 $160.00 011-570-034 $160.00 011-570-035 $160.00 011-570-036 $160.00 87 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-570-037 $160.00 011-570-038 $160.00 011-570-039 $160.00 011-570-040 $160.00 011-570-041 $160.00 011-570-042 $160.00 011-570-043 $160.00 011-570-044 $160.00 011-570-045 $160.00 011-570-046 $160.00 011-570-047 $160.00 011-570-048 $160.00 011-580-001 $160.00 011-580-002 $160.00 011-580-003 $160.00 011-580-004 $160.00 011-580-005 $160.00 011-580-006 $160.00 011-580-007 $160.00 011-580-008 $160.00 011-580-009 $160.00 011-580-010 $160.00 011-580-011 $160.00 011-580-012 $160.00 011-580-013 $160.00 011-580-014 $160.00 011-580-015 $160.00 011-580-016 $160.00 011-580-017 $160.00 011-580-018 $160.00 011-580-019 $160.00 011-580-020 $160.00 011-580-021 $160.00 011-580-022 $160.00 011-580-023 $160.00 011-580-024 $160.00 011-580-025 $160.00 011-580-026 $160.00 011-580-027 $160.00 011-580-028 $160.00 011-580-029 $160.00 011-580-030 $160.00 011-580-031 $160.00 011-580-032 $160.00 011-580-033 $160.00 011-580-034 $160.00 011-580-035 $160.00 011-580-036 $160.00 011-580-037 $160.00 011-580-038 $160.00 011-580-039 $160.00 011-580-040 $160.00 011-580-041 $160.00 011-580-042 $160.00 011-580-043 $160.00 011-580-044 $160.00 Assessor's Parcel Number Assessment Amount 011-580-045 $160.00 011-580-046 $160.00 011-580-047 $160.00 011-580-048 $160.00 011-580-049 $160.00 011-580-050 $160.00 011-580-051 $160.00 011-580-052 $160.00 011-580-053 $160.00 011-580-054 $160.00 011-580-055 $160.00 011-580-056 $160.00 011-580-057 $160.00 011-580-058 $160.00 011-580-059 $160.00 011-580-060 $160.00 011-580-061 $160.00 011-580-062 $160.00 011-580-063 $160.00 011-580-064 $160.00 011-580-065 $160.00 011-580-066 $160.00 011-580-067 $160.00 011-580-068 $160.00 011-580-069 $160.00 011-580-070 $160.00 011-580-071 $160.00 011-580-072 $160.00 011-580-073 $160.00 011-580-074 $160.00 011-580-075 $160.00 011-580-076 $160.00 011-580-077 $160.00 011-580-078 $160.00 011-580-079 $160.00 011-580-080 $160.00 011-580-081 $160.00 011-580-082 $160.00 011-590-001 $160.00 011-590-002 $160.00 011-590-003 $160.00 011-590-004 $160.00 011-590-005 $160.00 011-590-006 $160.00 011-590-007 $160.00 011-590-008 $160.00 011-590-009 $160.00 011-590-010 $160.00 011-590-011 $160.00 011-590-012 $160.00 011-590-013 $160.00 011-590-014 $160.00 011-590-015 $160.00 011-590-016 $160.00 011-590-017 $160.00 011-590-018 $160.00 Assessor's Parcel Number Assessment Amount 011-590-019 $160.00 011-590-020 $160.00 011-590-021 $160.00 011-590-022 $160.00 011-590-023 $160.00 011-590-024 $160.00 011-590-025 $160.00 011-590-026 $160.00 011-590-027 $160.00 011-590-028 $160.00 011-590-029 $160.00 011-590-030 $160.00 011-590-031 $160.00 011-590-032 $160.00 011-590-033 $160.00 011-590-034 $160.00 011-590-035 $160.00 011-590-036 $160.00 011-590-037 $160.00 011-590-038 $160.00 011-590-039 $160.00 011-590-040 $160.00 011-590-041 $160.00 011-590-042 $160.00 011-590-043 $160.00 011-590-044 $160.00 011-590-045 $160.00 011-590-046 $160.00 011-590-047 $160.00 011-590-048 $160.00 011-590-049 $160.00 011-590-050 $160.00 011-590-051 $160.00 011-590-052 $160.00 011-590-053 $160.00 011-590-054 $160.00 011-590-055 $160.00 011-630-004 $160.00 011-630-005 $160.00 011-630-006 $160.00 011-630-007 $160.00 011-630-008 $160.00 011-630-009 $160.00 011-630-018 $160.00 011-630-019 $160.00 011-630-038 $160.00 011-630-039 $160.00 011-630-057 $160.00 011-630-058 $160.00 011-630-099 $160.00 011-630-100 $160.00 011-630-101 $160.00 011-630-102 $160.00 011-630-103 $160.00 011-630-104 $160.00 011-630-105 $160.00 Assessor's Parcel Number Assessment Amount 011-630-106 $160.00 011-630-107 $160.00 011-630-108 $160.00 011-630-109 $160.00 011-630-110 $160.00 011-630-111 $160.00 011-630-112 $160.00 011-630-113 $160.00 011-630-114 $160.00 011-630-115 $160.00 011-630-116 $160.00 011-630-117 $160.00 011-630-118 $160.00 011-630-119 $160.00 011-630-120 $160.00 011-630-121 $160.00 011-630-122 $160.00 011-630-123 $160.00 011-630-124 $160.00 011-630-125 $160.00 011-630-126 $160.00 011-630-127 $160.00 011-630-128 $160.00 011-630-129 $160.00 011-630-130 $160.00 011-630-131 $160.00 011-630-132 $160.00 011-630-133 $160.00 011-630-134 $160.00 011-630-135 $160.00 011-630-136 $160.00 011-630-137 $160.00 011-630-138 $160.00 011-630-139 $160.00 011-630-140 $160.00 011-630-141 $160.00 011-630-142 $160.00 011-630-143 $160.00 011-630-144 $160.00 011-630-145 $160.00 011-630-146 $160.00 011-630-147 $160.00 011-630-148 $160.00 011-630-149 $160.00 011-630-150 $160.00 011-630-151 $160.00 011-630-152 $160.00 011-630-153 $160.00 011-630-154 $160.00 011-630-155 $160.00 011-630-156 $160.00 011-630-157 $160.00 011-630-158 $160.00 011-630-159 $160.00 011-630-160 $160.00 011-630-161 $160.00 88 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-630-162 $160.00 011-630-163 $160.00 011-630-164 $160.00 011-630-165 $160.00 011-630-166 $160.00 011-630-167 $160.00 011-630-168 $160.00 011-630-169 $160.00 011-630-170 $160.00 011-630-171 $160.00 011-630-172 $160.00 011-630-173 $160.00 011-630-174 $160.00 011-630-175 $160.00 011-630-176 $160.00 011-630-177 $160.00 011-630-178 $160.00 011-640-001 $160.00 011-640-002 $160.00 011-640-003 $160.00 011-640-004 $160.00 011-640-005 $160.00 011-640-006 $160.00 011-640-007 $160.00 011-640-008 $160.00 011-640-009 $160.00 011-640-010 $160.00 011-640-011 $160.00 011-640-012 $160.00 011-640-013 $160.00 011-640-014 $160.00 011-640-015 $160.00 011-640-016 $160.00 011-640-017 $160.00 011-640-018 $160.00 011-640-019 $160.00 011-640-020 $160.00 011-640-021 $160.00 011-640-022 $160.00 011-640-023 $160.00 011-640-024 $160.00 011-640-025 $160.00 011-640-026 $160.00 011-640-027 $160.00 011-640-028 $160.00 011-640-029 $160.00 011-640-030 $160.00 011-640-031 $160.00 011-640-032 $160.00 011-640-033 $160.00 011-640-034 $160.00 011-640-035 $160.00 011-640-036 $160.00 011-640-037 $160.00 011-640-038 $160.00 011-650-001 $80.00 Assessor's Parcel Number Assessment Amount 011-650-002 $160.00 011-650-003 $160.00 011-650-004 $160.00 011-650-005 $160.00 011-650-006 $80.00 011-650-007 $80.00 011-650-008 $160.00 011-650-009 $160.00 011-650-010 $160.00 011-650-011 $160.00 011-650-012 $80.00 011-650-013 $80.00 011-650-014 $80.00 011-650-015 $80.00 011-650-016 $80.00 011-650-017 $80.00 011-650-018 $80.00 011-650-019 $80.00 011-650-020 $80.00 011-650-021 $80.00 011-650-022 $80.00 011-650-023 $80.00 011-650-024 $80.00 011-650-025 $80.00 011-650-026 $160.00 011-650-027 $160.00 011-650-028 $160.00 011-650-029 $160.00 011-650-030 $160.00 011-650-031 $160.00 011-650-032 $160.00 011-650-033 $160.00 011-650-034 $160.00 011-650-035 $160.00 011-650-036 $160.00 011-650-037 $160.00 011-650-038 $160.00 011-650-039 $160.00 011-650-040 $160.00 011-650-041 $160.00 011-650-042 $160.00 011-650-043 $160.00 011-650-044 $160.00 011-650-045 $160.00 011-650-046 $160.00 011-650-047 $160.00 011-650-048 $160.00 011-650-049 $160.00 011-650-050 $160.00 011-650-051 $160.00 011-650-052 $160.00 011-650-053 $160.00 011-650-054 $160.00 011-650-055 $160.00 011-650-056 $160.00 011-650-057 $160.00 Assessor's Parcel Number Assessment Amount 011-650-058 $160.00 011-650-059 $160.00 011-650-060 $160.00 011-650-061 $160.00 011-650-062 $160.00 011-650-063 $160.00 011-650-064 $160.00 011-650-065 $160.00 011-650-066 $160.00 011-650-067 $160.00 011-650-068 $160.00 011-650-069 $160.00 011-650-070 $160.00 011-650-071 $160.00 011-650-072 $160.00 011-650-073 $160.00 011-650-074 $160.00 011-650-075 $160.00 011-650-076 $160.00 011-650-077 $160.00 011-650-078 $160.00 011-650-079 $160.00 011-650-080 $160.00 011-650-081 $160.00 011-650-082 $160.00 011-650-083 $160.00 011-650-084 $160.00 011-650-085 $160.00 011-650-086 $160.00 011-650-087 $160.00 011-650-088 $160.00 011-650-089 $160.00 011-650-090 $160.00 011-650-091 $160.00 011-650-092 $160.00 011-650-093 $160.00 011-650-094 $160.00 011-650-095 $160.00 011-650-096 $160.00 011-650-097 $160.00 011-650-098 $160.00 011-650-099 $160.00 011-650-100 $160.00 011-650-101 $160.00 011-650-102 $160.00 011-650-103 $160.00 011-650-104 $160.00 011-650-105 $160.00 011-650-106 $160.00 011-650-107 $160.00 011-650-108 $160.00 011-650-109 $160.00 011-650-110 $160.00 011-660-001 $160.00 011-660-002 $160.00 011-660-003 $160.00 Assessor's Parcel Number Assessment Amount 011-660-004 $160.00 011-660-005 $160.00 011-660-006 $160.00 011-660-007 $160.00 011-660-008 $160.00 011-660-009 $160.00 011-660-010 $160.00 011-660-011 $160.00 011-660-012 $160.00 011-660-013 $160.00 011-660-014 $160.00 011-660-015 $160.00 011-660-016 $160.00 011-660-017 $160.00 011-660-018 $160.00 011-660-019 $160.00 011-660-020 $160.00 011-660-021 $160.00 011-660-022 $160.00 011-660-023 $160.00 011-660-024 $160.00 011-660-025 $160.00 011-660-026 $160.00 011-660-027 $160.00 011-660-028 $160.00 011-660-029 $160.00 011-660-030 $160.00 011-660-031 $160.00 011-660-032 $160.00 011-660-033 $160.00 011-660-034 $160.00 011-660-035 $160.00 011-660-036 $160.00 011-660-037 $80.00 011-660-038 $160.00 011-660-039 $160.00 011-660-040 $160.00 011-660-041 $160.00 011-660-042 $160.00 011-670-001 $160.00 011-670-002 $160.00 011-670-003 $160.00 011-670-004 $160.00 011-670-005 $160.00 011-670-006 $160.00 011-670-007 $160.00 011-670-008 $160.00 011-670-009 $160.00 011-670-010 $160.00 011-670-011 $160.00 011-670-012 $80.00 011-670-013 $80.00 011-670-014 $80.00 011-670-015 $80.00 011-670-016 $80.00 011-670-017 $80.00 89 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 61 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2833 M7 LEVY CODE: Discovery Bay West Assessor's Parcel Number Assessment Amount 011-670-018 $80.00 011-670-019 $160.00 011-670-020 $80.00 011-670-021 $160.00 011-670-022 $80.00 011-670-023 $160.00 011-670-024 $160.00 011-670-025 $160.00 011-670-026 $160.00 011-670-027 $160.00 011-670-028 $160.00 011-670-029 $160.00 011-670-030 $160.00 011-670-031 $160.00 011-670-032 $160.00 011-670-033 $160.00 011-670-034 $160.00 011-670-035 $160.00 011-670-036 $160.00 011-670-037 $160.00 011-670-038 $160.00 011-670-039 $160.00 011-670-040 $160.00 011-670-041 $160.00 011-670-042 $160.00 011-670-043 $160.00 011-680-001 $160.00 011-680-002 $160.00 011-680-003 $160.00 011-680-004 $80.00 011-680-005 $160.00 011-680-006 $160.00 011-680-007 $80.00 011-680-008 $80.00 011-680-009 $80.00 011-680-010 $160.00 011-680-011 $160.00 011-680-012 $160.00 011-680-013 $160.00 011-680-014 $160.00 011-680-015 $160.00 011-680-016 $160.00 011-680-017 $160.00 011-680-018 $160.00 011-680-019 $160.00 011-680-020 $160.00 011-680-021 $160.00 011-680-022 $160.00 011-680-023 $160.00 011-680-024 $160.00 011-680-025 $160.00 011-680-026 $160.00 011-680-027 $160.00 011-680-028 $80.00 011-680-029 $80.00 011-680-030 $160.00 Assessor's Parcel Number Assessment Amount 011-680-031 $160.00 011-680-032 $80.00 011-680-033 $160.00 011-680-034 $160.00 011-680-035 $80.00 011-680-036 $80.00 011-680-037 $80.00 011-680-038 $80.00 011-680-039 $160.00 011-680-040 $80.00 011-680-041 $80.00 011-680-042 $80.00 011-680-043 $80.00 011-680-044 $80.00 011-680-045 $80.00 011-680-046 $80.00 011-680-047 $80.00 011-680-048 $80.00 011-680-049 $80.00 011-680-050 $80.00 011-680-051 $80.00 011-680-052 $80.00 011-680-053 $80.00 011-680-054 $80.00 011-680-055 $80.00 011-680-056 $160.00 011-680-057 $160.00 011-680-058 $160.00 011-680-059 $160.00 011-680-060 $80.00 011-690-001 $80.00 011-690-002 $80.00 011-690-003 $80.00 011-690-004 $80.00 011-690-005 $80.00 011-690-006 $80.00 011-690-007 $80.00 011-690-008 $80.00 011-690-009 $80.00 011-690-010 $80.00 011-690-011 $80.00 011-690-012 $80.00 011-690-013 $80.00 011-690-014 $80.00 011-690-015 $80.00 011-690-016 $80.00 011-690-017 $80.00 011-690-018 $80.00 011-690-019 $80.00 011-690-020 $80.00 011-690-021 $80.00 011-690-022 $80.00 011-690-023 $80.00 011-690-024 $80.00 011-690-025 $80.00 011-690-026 $80.00 Assessor's Parcel Number Assessment Amount 011-690-027 $80.00 011-690-028 $80.00 011-690-029 $80.00 011-690-030 $80.00 011-690-031 $80.00 011-690-032 $80.00 011-690-033 $80.00 011-690-034 $80.00 011-690-035 $80.00 011-690-036 $80.00 011-690-037 $80.00 011-690-038 $80.00 011-690-039 $80.00 011-690-040 $80.00 011-690-041 $80.00 011-690-042 $80.00 011-690-043 $80.00 011-690-044 $80.00 011-690-045 $80.00 011-690-046 $80.00 011-690-047 $80.00 1925Total Parcels: $300,683.20 Total Assessment: 90 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 63 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2815 NA LEVY CODE: Parkway Estates - North Richmond Area Assessor's Parcel Number Assessment Amount 408-230-001 $230.00 408-230-002 $230.00 408-230-003 $230.00 408-230-004 $230.00 408-230-005 $230.00 408-230-006 $230.00 408-230-007 $230.00 408-230-008 $230.00 408-230-009 $230.00 408-230-010 $230.00 408-230-011 $230.00 408-230-012 $230.00 408-230-013 $230.00 408-230-014 $230.00 408-230-015 $230.00 408-230-016 $230.00 408-230-017 $230.00 408-230-018 $230.00 408-230-019 $230.00 408-230-020 $230.00 408-230-021 $230.00 408-230-022 $230.00 408-230-023 $230.00 408-230-024 $230.00 408-230-025 $230.00 408-230-026 $230.00 408-230-027 $230.00 408-230-028 $230.00 408-230-029 $230.00 408-230-030 $230.00 408-230-031 $230.00 408-230-032 $230.00 408-230-033 $230.00 408-230-034 $230.00 408-230-035 $230.00 408-230-036 $230.00 408-230-037 $230.00 408-230-038 $230.00 408-230-039 $230.00 408-230-040 $230.00 408-230-041 $230.00 408-230-042 $230.00 408-230-043 $230.00 408-230-044 $230.00 408-230-045 $230.00 408-230-046 $230.00 408-230-047 $230.00 408-230-048 $230.00 408-230-049 $230.00 408-230-050 $230.00 408-230-051 $230.00 408-230-052 $230.00 408-230-053 $230.00 408-230-054 $230.00 408-230-055 $230.00 408-230-056 $230.00 Assessor's Parcel Number Assessment Amount 408-230-057 $230.00 408-230-058 $230.00 408-230-059 $230.00 408-230-060 $230.00 408-230-061 $230.00 408-230-062 $230.00 408-230-063 $230.00 408-230-064 $230.00 408-230-065 $230.00 408-230-066 $230.00 408-230-067 $230.00 408-230-068 $230.00 408-230-069 $230.00 408-230-070 $230.00 408-230-071 $230.00 408-230-072 $230.00 408-230-073 $230.00 408-230-074 $230.00 408-230-075 $230.00 408-230-076 $230.00 408-230-077 $230.00 408-230-078 $230.00 408-230-079 $230.00 408-230-080 $230.00 408-230-081 $230.00 408-230-082 $230.00 408-230-083 $230.00 408-230-084 $230.00 408-230-085 $230.00 408-230-086 $230.00 408-230-087 $230.00 87Total Parcels: $20,010.00 Total Assessment: 91 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 64 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2864 L1 LEVY CODE: California Reflections - Pinole Area Assessor's Parcel Number Assessment Amount 403-540-001 $250.00 403-540-002 $250.00 403-540-003 $250.00 403-540-004 $250.00 403-540-005 $250.00 403-540-006 $250.00 403-540-007 $250.00 403-540-008 $250.00 403-540-009 $250.00 403-540-010 $250.00 403-540-011 $250.00 403-540-012 $250.00 403-540-013 $250.00 403-540-014 $250.00 403-540-015 $250.00 403-540-016 $250.00 403-540-017 $250.00 403-540-018 $250.00 403-540-019 $250.00 403-540-020 $250.00 403-540-021 $250.00 403-540-022 $250.00 403-540-023 $250.00 403-540-024 $250.00 403-540-025 $250.00 403-540-026 $250.00 403-540-027 $250.00 403-540-028 $250.00 403-540-029 $250.00 403-540-030 $250.00 403-540-031 $250.00 31Total Parcels: $7,750.00 Total Assessment: 92 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 68 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2882 NB LEVY CODE: Wendt Ranch - Danville Area Assessor's Parcel Number Assessment Amount 206-530-001 $5.00 206-530-002 $5.00 206-530-003 $5.00 206-530-004 $5.00 206-530-005 $5.00 206-530-006 $5.00 206-530-007 $5.00 206-530-008 $5.00 206-530-009 $5.00 206-530-010 $5.00 206-530-011 $5.00 206-530-012 $5.00 206-530-013 $5.00 206-530-014 $5.00 206-530-015 $5.00 206-530-016 $5.00 206-530-017 $5.00 206-530-018 $5.00 206-530-019 $5.00 206-530-020 $5.00 206-530-021 $5.00 206-530-022 $5.00 206-530-023 $5.00 206-530-024 $5.00 206-530-025 $5.00 206-530-026 $5.00 206-530-027 $5.00 206-530-028 $5.00 206-530-029 $5.00 206-530-030 $5.00 206-530-031 $5.00 206-530-032 $5.00 206-530-033 $5.00 206-530-034 $5.00 206-530-035 $5.00 206-530-036 $5.00 206-530-037 $5.00 206-530-038 $5.00 206-530-039 $5.00 206-530-040 $5.00 206-530-041 $5.00 206-530-042 $5.00 206-530-043 $5.00 206-530-044 $5.00 206-530-045 $5.00 206-530-046 $5.00 206-530-047 $5.00 206-530-048 $5.00 206-530-049 $5.00 206-530-050 $5.00 206-530-051 $5.00 206-530-052 $5.00 206-530-053 $5.00 206-530-054 $5.00 206-530-055 $5.00 206-530-056 $5.00 Assessor's Parcel Number Assessment Amount 206-530-057 $5.00 206-530-058 $5.00 206-530-059 $5.00 206-530-060 $5.00 206-530-061 $5.00 206-530-062 $5.00 206-530-063 $5.00 206-530-064 $5.00 206-530-065 $5.00 206-530-066 $5.00 206-530-067 $5.00 206-530-068 $5.00 206-530-069 $5.00 206-530-070 $5.00 206-530-071 $5.00 206-530-072 $5.00 206-530-073 $5.00 206-530-074 $5.00 206-530-075 $5.00 206-530-076 $5.00 206-530-077 $5.00 206-530-078 $5.00 206-530-079 $5.00 206-550-001 $5.00 206-550-002 $5.00 206-550-003 $5.00 206-550-004 $5.00 206-550-005 $5.00 206-550-006 $5.00 206-550-007 $5.00 206-550-008 $5.00 206-550-009 $5.00 206-550-010 $5.00 206-550-011 $5.00 206-550-012 $5.00 206-550-013 $5.00 206-550-014 $5.00 206-550-015 $5.00 206-550-016 $5.00 206-550-017 $5.00 206-550-018 $5.00 206-550-019 $5.00 206-550-020 $5.00 206-550-021 $5.00 206-550-022 $5.00 206-550-023 $5.00 206-550-024 $5.00 206-550-025 $5.00 206-550-026 $5.00 206-550-027 $5.00 206-550-028 $5.00 206-550-029 $5.00 206-550-030 $5.00 206-550-031 $5.00 206-550-032 $5.00 206-550-033 $5.00 Assessor's Parcel Number Assessment Amount 206-550-034 $5.00 206-550-035 $5.00 206-550-036 $5.00 206-550-037 $5.00 206-650-001 $5.00 206-650-002 $5.00 206-650-003 $5.00 206-650-004 $5.00 206-650-005 $5.00 206-650-006 $5.00 206-650-007 $5.00 206-650-008 $5.00 206-650-009 $5.00 125Total Parcels: $625.00 Total Assessment: 93 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 69 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2871 NL LEVY CODE: Alamo Creek - Danville Area Assessor's Parcel Number Assessment Amount 206-030-082 $300.00 206-030-083 $6.60 206-030-085 $397.50 206-660-001 $5.00 206-660-002 $5.00 206-660-003 $5.00 206-660-004 $5.00 206-660-005 $5.00 206-660-006 $5.00 206-660-007 $5.00 206-660-008 $5.00 206-660-009 $5.00 206-660-010 $5.00 206-660-011 $5.00 206-660-012 $5.00 206-660-013 $5.00 206-660-014 $5.00 206-660-015 $5.00 206-660-016 $5.00 206-660-017 $5.00 206-660-018 $5.00 206-660-019 $5.00 206-660-020 $5.00 206-660-021 $5.00 206-660-022 $5.00 206-660-023 $5.00 206-660-024 $5.00 206-660-025 $5.00 206-660-026 $5.00 206-660-027 $5.00 206-660-028 $5.00 206-660-029 $5.00 206-660-030 $5.00 206-660-031 $5.00 206-660-032 $5.00 206-660-033 $5.00 206-660-034 $5.00 206-660-035 $5.00 206-660-036 $5.00 206-660-037 $5.00 206-660-038 $5.00 206-660-039 $5.00 206-660-040 $5.00 206-660-041 $5.00 206-660-042 $5.00 206-660-043 $5.00 206-660-044 $5.00 206-660-045 $5.00 206-660-046 $5.00 206-660-047 $5.00 206-660-048 $5.00 206-660-049 $5.00 206-660-050 $5.00 206-670-001 $5.00 206-670-002 $5.00 206-670-003 $5.00 Assessor's Parcel Number Assessment Amount 206-670-004 $5.00 206-670-005 $5.00 206-670-006 $5.00 206-670-007 $5.00 206-670-008 $5.00 206-670-009 $5.00 206-670-010 $5.00 206-670-011 $5.00 206-670-012 $5.00 206-670-013 $5.00 206-670-014 $5.00 206-670-015 $5.00 206-670-016 $5.00 206-670-017 $5.00 206-670-018 $5.00 206-670-019 $5.00 206-670-020 $5.00 206-670-021 $5.00 206-670-022 $5.00 206-670-023 $5.00 206-670-024 $5.00 206-670-025 $5.00 206-670-026 $5.00 206-670-027 $5.00 206-670-028 $5.00 206-670-029 $5.00 206-670-030 $5.00 206-670-031 $5.00 206-670-032 $5.00 206-670-033 $5.00 206-670-034 $5.00 206-670-035 $5.00 206-670-036 $5.00 206-670-037 $5.00 206-670-038 $5.00 206-670-039 $5.00 206-670-040 $5.00 206-670-041 $5.00 206-670-042 $5.00 206-670-043 $5.00 206-670-044 $5.00 206-670-045 $5.00 206-670-046 $5.00 206-670-047 $5.00 206-670-048 $5.00 206-670-049 $5.00 206-670-050 $5.00 206-680-001 $5.00 206-680-002 $5.00 206-680-003 $5.00 206-680-004 $5.00 206-680-005 $5.00 206-680-006 $5.00 206-680-007 $5.00 206-680-008 $5.00 206-680-009 $5.00 Assessor's Parcel Number Assessment Amount 206-680-010 $5.00 206-680-011 $5.00 206-680-012 $5.00 206-680-013 $5.00 206-680-014 $5.00 206-680-015 $5.00 206-680-016 $5.00 206-680-017 $5.00 206-680-018 $5.00 206-680-019 $5.00 206-680-020 $5.00 206-700-001 $2.50 206-700-002 $2.50 206-700-003 $2.50 206-700-004 $2.50 206-700-005 $2.50 206-700-006 $2.50 206-700-007 $2.50 206-700-008 $2.50 206-700-009 $2.50 206-700-010 $2.50 206-700-011 $2.50 206-700-012 $2.50 206-700-013 $2.50 206-700-014 $2.50 206-700-015 $2.50 206-700-016 $2.50 206-700-017 $2.50 206-700-018 $2.50 206-700-019 $2.50 206-700-020 $2.50 206-700-021 $2.50 206-700-022 $2.50 206-700-023 $2.50 206-700-024 $2.50 206-700-025 $2.50 206-700-026 $2.50 206-700-027 $2.50 206-700-028 $2.50 206-700-029 $2.50 206-700-030 $2.50 206-700-031 $2.50 206-700-032 $2.50 206-700-033 $2.50 206-700-034 $2.50 206-700-035 $2.50 206-700-036 $2.50 206-700-037 $2.50 206-700-038 $2.50 206-700-039 $2.50 206-700-040 $2.50 206-700-041 $2.50 206-700-042 $2.50 206-700-043 $2.50 206-700-044 $2.50 206-700-045 $2.50 Assessor's Parcel Number Assessment Amount 206-700-046 $2.50 206-700-047 $2.50 206-700-048 $2.50 206-700-049 $2.50 206-700-050 $2.50 206-700-051 $2.50 206-700-052 $2.50 206-700-053 $2.50 206-700-054 $2.50 206-700-055 $2.50 206-700-056 $2.50 206-700-057 $2.50 206-700-058 $2.50 206-700-059 $2.50 206-700-060 $2.50 206-700-061 $2.50 206-700-062 $2.50 206-700-063 $2.50 206-700-064 $2.50 206-700-065 $2.50 206-700-066 $2.50 206-700-067 $2.50 206-700-068 $2.50 206-700-069 $2.50 206-700-070 $2.50 206-700-071 $2.50 206-700-072 $2.50 206-700-073 $2.50 206-700-074 $2.50 206-700-075 $2.50 206-700-076 $2.50 206-700-077 $2.50 206-700-078 $2.50 206-700-079 $2.50 206-700-080 $2.50 206-700-081 $2.50 206-700-082 $2.50 206-700-083 $2.50 206-700-084 $2.50 206-700-085 $2.50 206-700-086 $2.50 206-700-087 $2.50 206-700-088 $2.50 206-700-089 $2.50 206-700-090 $2.50 206-700-091 $2.50 206-700-092 $2.50 206-700-093 $2.50 206-700-094 $2.50 206-700-095 $2.50 206-700-096 $2.50 206-700-097 $2.50 206-700-098 $2.50 206-700-099 $2.50 206-700-100 $2.50 206-700-101 $2.50 94 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 69 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2871 NL LEVY CODE: Alamo Creek - Danville Area Assessor's Parcel Number Assessment Amount 206-700-102 $2.50 206-700-103 $2.50 206-700-104 $2.50 206-700-105 $2.50 206-700-106 $2.50 206-700-107 $2.50 206-700-108 $2.50 206-700-109 $2.50 206-700-110 $2.50 206-700-111 $2.50 206-700-112 $2.50 206-700-113 $2.50 206-700-114 $2.50 206-700-115 $2.50 206-700-116 $2.50 206-700-117 $2.50 206-700-118 $2.50 206-700-119 $2.50 206-700-120 $2.50 206-700-121 $2.50 206-700-122 $2.50 206-700-123 $2.50 206-700-124 $2.50 206-700-125 $2.50 206-700-126 $2.50 206-700-127 $2.50 206-710-001 $5.00 206-710-002 $5.00 206-710-003 $5.00 206-710-004 $5.00 206-710-005 $5.00 206-710-006 $5.00 206-710-007 $5.00 206-710-008 $5.00 206-710-009 $5.00 206-710-010 $5.00 206-710-011 $5.00 206-710-012 $5.00 206-710-013 $5.00 206-710-014 $5.00 206-710-015 $5.00 206-710-016 $5.00 206-710-017 $5.00 206-710-018 $5.00 206-710-019 $5.00 206-710-020 $5.00 206-710-021 $5.00 206-710-022 $5.00 206-710-023 $5.00 206-710-024 $5.00 206-710-025 $5.00 206-710-026 $5.00 206-710-027 $5.00 206-710-028 $5.00 206-710-029 $5.00 206-710-030 $5.00 Assessor's Parcel Number Assessment Amount 206-710-031 $5.00 206-710-032 $5.00 206-710-033 $5.00 206-710-034 $5.00 206-710-035 $5.00 206-710-036 $5.00 206-710-037 $5.00 206-710-038 $5.00 206-710-039 $5.00 206-710-040 $5.00 206-710-041 $5.00 206-710-042 $5.00 206-710-043 $5.00 206-710-044 $5.00 206-710-045 $5.00 206-710-046 $5.00 206-710-047 $5.00 206-710-048 $5.00 206-710-049 $5.00 206-710-050 $5.00 206-710-051 $5.00 206-710-052 $5.00 206-710-053 $5.00 206-710-054 $5.00 206-710-055 $5.00 206-710-056 $5.00 206-710-057 $5.00 206-710-058 $5.00 206-710-059 $5.00 206-710-060 $5.00 206-720-001 $5.00 206-720-002 $5.00 206-720-003 $5.00 206-720-004 $5.00 206-720-005 $5.00 206-720-006 $5.00 206-720-007 $5.00 206-720-008 $5.00 206-720-009 $5.00 206-720-010 $5.00 206-720-011 $5.00 206-720-012 $5.00 206-720-013 $5.00 206-720-014 $5.00 206-720-015 $5.00 206-720-016 $5.00 206-720-017 $5.00 206-720-018 $5.00 206-720-019 $5.00 206-720-020 $5.00 206-720-021 $5.00 206-720-022 $5.00 206-720-023 $5.00 206-720-024 $5.00 206-720-025 $5.00 206-720-026 $5.00 Assessor's Parcel Number Assessment Amount 206-720-027 $5.00 206-720-028 $5.00 206-720-029 $5.00 206-720-030 $5.00 206-720-031 $5.00 206-720-032 $5.00 206-720-033 $5.00 206-720-034 $5.00 206-720-035 $5.00 206-720-036 $5.00 206-720-037 $5.00 206-720-038 $5.00 206-720-039 $5.00 206-720-040 $5.00 206-720-041 $5.00 206-720-042 $5.00 206-720-043 $5.00 206-720-044 $5.00 206-720-045 $5.00 206-720-046 $5.00 206-720-047 $5.00 206-720-048 $5.00 206-720-049 $5.00 206-720-050 $5.00 206-720-051 $5.00 206-720-052 $5.00 206-720-053 $5.00 206-720-054 $5.00 206-720-055 $5.00 206-720-056 $5.00 206-720-057 $5.00 206-720-058 $5.00 206-720-059 $5.00 206-720-060 $5.00 206-720-061 $5.00 206-720-062 $5.00 206-720-063 $5.00 206-720-064 $5.00 206-720-065 $5.00 206-720-066 $5.00 206-720-067 $5.00 206-720-068 $5.00 206-720-069 $5.00 206-720-070 $5.00 206-720-071 $5.00 206-720-072 $5.00 206-720-073 $5.00 206-720-074 $5.00 206-720-075 $5.00 206-720-076 $5.00 206-720-077 $5.00 206-720-078 $5.00 206-730-001 $5.00 206-730-002 $5.00 206-730-003 $5.00 206-730-004 $5.00 Assessor's Parcel Number Assessment Amount 206-730-005 $5.00 206-730-006 $5.00 206-730-007 $5.00 206-730-008 $5.00 206-730-009 $5.00 206-730-010 $5.00 206-730-011 $5.00 206-730-012 $5.00 206-730-013 $5.00 206-730-014 $5.00 206-730-015 $5.00 206-730-016 $5.00 206-730-017 $5.00 206-730-018 $5.00 206-730-019 $5.00 206-730-020 $5.00 206-730-021 $5.00 206-730-022 $5.00 206-730-023 $5.00 206-730-024 $5.00 206-730-025 $5.00 206-730-026 $5.00 206-730-030 $5.00 206-730-031 $5.00 206-730-032 $5.00 206-730-033 $5.00 206-730-034 $5.00 206-730-035 $5.00 206-730-036 $5.00 206-730-037 $5.00 206-730-038 $5.00 206-730-039 $5.00 206-730-040 $5.00 206-730-041 $5.00 206-730-042 $5.00 206-730-043 $5.00 206-730-044 $5.00 206-730-045 $5.00 206-730-046 $5.00 206-730-047 $5.00 206-730-048 $5.00 206-730-049 $5.00 206-730-050 $5.00 206-730-051 $5.00 206-730-052 $5.00 206-740-001 $5.00 206-740-002 $5.00 206-740-003 $5.00 206-740-004 $5.00 206-740-005 $5.00 206-740-006 $5.00 206-740-007 $5.00 206-740-008 $5.00 206-740-009 $5.00 206-740-010 $5.00 206-740-011 $5.00 95 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 69 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2871 NL LEVY CODE: Alamo Creek - Danville Area Assessor's Parcel Number Assessment Amount 206-740-012 $5.00 206-740-013 $5.00 206-740-014 $5.00 206-740-015 $5.00 206-740-016 $5.00 206-740-017 $5.00 206-740-018 $5.00 206-740-019 $5.00 206-740-020 $5.00 206-740-021 $5.00 206-740-022 $5.00 206-740-023 $5.00 206-740-024 $5.00 206-740-025 $5.00 206-740-026 $5.00 206-740-027 $5.00 206-740-028 $5.00 206-740-029 $5.00 206-750-001 $5.00 206-750-002 $5.00 206-750-003 $5.00 206-750-004 $5.00 206-750-005 $5.00 206-750-006 $5.00 206-750-007 $5.00 206-750-008 $5.00 206-750-009 $5.00 206-750-010 $5.00 206-750-011 $5.00 206-750-012 $5.00 206-750-013 $5.00 206-750-014 $5.00 206-750-015 $5.00 206-750-016 $5.00 206-750-017 $5.00 206-750-018 $5.00 206-750-019 $5.00 206-750-020 $5.00 206-750-021 $5.00 206-750-022 $5.00 206-750-023 $5.00 206-750-024 $5.00 206-750-025 $5.00 206-750-026 $5.00 206-750-027 $5.00 206-750-028 $5.00 206-750-029 $5.00 206-750-030 $5.00 206-750-031 $5.00 206-750-032 $5.00 206-750-033 $5.00 206-750-034 $5.00 206-750-035 $5.00 206-750-036 $5.00 206-750-037 $5.00 206-750-038 $5.00 Assessor's Parcel Number Assessment Amount 206-750-039 $5.00 206-750-040 $5.00 206-750-041 $5.00 206-750-042 $5.00 206-750-043 $5.00 206-750-044 $5.00 206-750-045 $5.00 206-750-046 $5.00 206-750-047 $5.00 206-750-048 $5.00 206-750-049 $5.00 206-750-050 $5.00 206-750-051 $5.00 206-750-052 $5.00 206-750-053 $5.00 206-750-054 $5.00 206-750-055 $5.00 206-750-056 $5.00 206-750-057 $5.00 206-750-058 $5.00 206-750-059 $5.00 206-750-060 $5.00 206-750-061 $5.00 206-750-062 $5.00 206-750-063 $5.00 206-750-064 $5.00 206-750-065 $5.00 206-750-066 $5.00 206-750-067 $5.00 206-750-068 $5.00 206-750-069 $5.00 206-750-070 $5.00 206-750-071 $5.00 206-750-072 $5.00 206-750-073 $5.00 206-750-074 $5.00 206-750-075 $5.00 206-750-076 $5.00 206-750-077 $5.00 206-750-078 $5.00 206-750-079 $5.00 206-750-080 $5.00 206-750-081 $5.00 206-750-082 $5.00 206-750-083 $5.00 206-750-084 $5.00 206-750-085 $5.00 206-750-086 $5.00 206-750-087 $5.00 206-750-088 $5.00 206-750-089 $5.00 206-750-090 $5.00 206-760-001 $5.00 206-760-002 $5.00 206-760-003 $5.00 206-760-004 $5.00 Assessor's Parcel Number Assessment Amount 206-760-005 $5.00 206-760-006 $2.50 206-760-007 $5.00 206-760-008 $5.00 206-760-009 $5.00 206-760-010 $2.50 206-760-011 $5.00 206-760-012 $5.00 206-760-013 $5.00 206-760-014 $2.50 206-760-015 $5.00 206-760-016 $5.00 206-760-017 $5.00 206-760-018 $2.50 206-760-019 $5.00 206-760-020 $5.00 206-760-021 $5.00 206-770-001 $5.00 206-770-002 $5.00 206-770-003 $5.00 206-770-004 $5.00 206-770-005 $5.00 206-770-006 $5.00 206-770-007 $2.50 206-770-008 $5.00 206-770-009 $5.00 206-770-010 $5.00 206-770-011 $2.50 206-770-012 $5.00 206-770-013 $5.00 206-770-014 $2.50 206-770-015 $5.00 206-770-016 $5.00 206-770-017 $5.00 206-770-018 $5.00 206-770-019 $5.00 206-770-020 $5.00 206-770-021 $5.00 206-770-022 $2.50 206-770-023 $5.00 206-770-024 $2.50 206-770-025 $5.00 206-770-026 $2.50 206-770-027 $5.00 206-780-001 $5.00 206-780-002 $2.50 206-780-003 $2.50 206-780-004 $2.50 206-780-005 $2.50 206-780-006 $2.50 206-780-007 $2.50 206-780-008 $2.50 206-780-009 $2.50 206-780-010 $2.50 206-780-011 $2.50 206-780-012 $2.50 Assessor's Parcel Number Assessment Amount 206-780-013 $2.50 206-780-014 $2.50 206-780-015 $2.50 206-780-016 $2.50 206-780-017 $2.50 206-780-018 $2.50 206-790-001 $2.50 206-790-002 $2.50 206-790-003 $2.50 206-790-004 $2.50 206-790-005 $5.00 206-790-006 $2.50 206-790-007 $2.50 206-790-008 $2.50 206-790-009 $2.50 206-790-010 $2.50 206-790-011 $2.50 206-790-012 $5.00 206-790-013 $5.00 206-790-014 $5.00 206-790-015 $2.50 206-790-016 $2.50 206-790-017 $2.50 206-790-018 $2.50 206-790-019 $2.50 206-790-020 $2.50 206-790-021 $2.50 206-790-022 $2.50 206-790-023 $2.50 206-790-024 $2.50 206-790-025 $5.00 206-790-026 $2.50 206-790-027 $2.50 206-790-028 $2.50 206-790-029 $2.50 206-800-001 $2.50 206-800-002 $2.50 206-800-003 $5.00 206-800-004 $5.00 206-800-005 $5.00 206-800-006 $5.00 206-800-007 $5.00 206-800-008 $5.00 206-800-009 $5.00 206-800-010 $5.00 206-800-011 $5.00 206-800-012 $5.00 206-800-013 $5.00 206-800-014 $5.00 206-800-015 $5.00 206-800-016 $5.00 206-800-017 $5.00 206-800-018 $5.00 206-800-019 $5.00 206-800-020 $5.00 206-800-021 $5.00 96 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 69 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2871 NL LEVY CODE: Alamo Creek - Danville Area Assessor's Parcel Number Assessment Amount 206-800-022 $5.00 206-800-023 $5.00 206-800-024 $5.00 206-800-025 $5.00 206-800-026 $5.00 206-800-027 $5.00 206-800-028 $5.00 206-800-029 $5.00 206-800-030 $5.00 206-800-031 $5.00 206-800-032 $5.00 206-800-033 $5.00 206-800-034 $5.00 206-800-035 $5.00 206-800-036 $5.00 206-800-037 $5.00 206-800-038 $5.00 206-800-039 $5.00 206-800-040 $5.00 206-800-041 $5.00 206-800-042 $5.00 206-800-043 $5.00 206-800-044 $5.00 206-800-045 $5.00 206-800-046 $2.50 206-800-047 $2.50 206-800-048 $2.50 206-800-049 $2.50 206-800-050 $2.50 206-800-051 $5.00 206-800-052 $5.00 206-800-053 $5.00 206-800-054 $2.50 206-800-055 $2.50 206-800-056 $2.50 206-800-057 $5.00 206-800-058 $5.00 206-800-059 $5.00 206-800-060 $5.00 206-800-061 $5.00 206-800-062 $5.00 206-800-063 $5.00 206-800-064 $5.00 206-800-065 $5.00 206-800-066 $5.00 206-800-067 $5.00 206-810-001 $5.00 206-810-002 $5.00 206-810-003 $5.00 206-810-004 $5.00 206-810-005 $5.00 206-810-006 $5.00 206-810-007 $5.00 206-810-008 $5.00 206-810-009 $5.00 206-810-010 $5.00 Assessor's Parcel Number Assessment Amount 206-810-011 $5.00 206-810-012 $5.00 206-810-013 $5.00 206-810-014 $5.00 206-810-015 $5.00 206-810-016 $5.00 206-810-017 $5.00 206-810-018 $5.00 206-810-019 $5.00 206-810-020 $5.00 206-810-021 $5.00 206-810-022 $5.00 206-810-023 $5.00 206-810-024 $5.00 206-810-025 $5.00 206-810-026 $5.00 206-810-027 $5.00 206-810-028 $5.00 206-810-029 $5.00 206-810-030 $5.00 206-810-031 $5.00 206-820-001 $5.00 206-820-002 $5.00 206-820-003 $5.00 206-820-004 $5.00 206-820-005 $5.00 206-820-006 $5.00 206-820-007 $5.00 206-820-008 $5.00 206-820-009 $5.00 206-820-010 $5.00 206-820-011 $5.00 206-820-012 $5.00 206-820-013 $5.00 206-820-014 $5.00 206-820-015 $5.00 206-820-016 $5.00 206-820-017 $5.00 206-820-018 $5.00 206-820-019 $5.00 206-820-020 $5.00 206-820-021 $5.00 206-820-022 $5.00 206-820-023 $2.50 206-820-024 $2.50 206-820-025 $2.50 206-820-026 $5.00 206-820-027 $5.00 206-820-028 $5.00 206-820-029 $5.00 206-820-030 $5.00 206-820-031 $2.50 206-820-032 $2.50 206-820-033 $2.50 206-820-034 $2.50 206-820-035 $2.50 Assessor's Parcel Number Assessment Amount 206-820-036 $5.00 206-820-037 $2.50 206-820-038 $2.50 206-820-039 $2.50 206-820-040 $2.50 206-820-041 $2.50 206-820-042 $2.50 206-820-043 $2.50 206-820-044 $2.50 206-820-045 $2.50 206-820-046 $2.50 206-820-047 $2.50 206-820-048 $2.50 206-820-049 $2.50 206-820-050 $2.50 206-820-051 $5.00 206-820-052 $5.00 206-820-053 $2.50 206-820-054 $2.50 206-820-055 $5.00 206-820-056 $5.00 206-820-057 $5.00 206-820-058 $5.00 206-820-059 $5.00 206-820-060 $5.00 206-820-061 $5.00 810Total Parcels: $4,209.10 Total Assessment: 97 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 70 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2885 M2 LEVY CODE: Intervening Properties Assessor's Parcel Number Assessment Amount 206-580-001 $200.00 206-580-002 $200.00 206-580-003 $200.00 206-580-004 $200.00 206-580-005 $200.00 206-580-006 $200.00 206-580-007 $200.00 206-580-008 $200.00 206-580-009 $200.00 206-580-010 $200.00 206-580-011 $200.00 206-580-012 $200.00 206-580-013 $200.00 206-580-014 $200.00 206-580-015 $200.00 206-580-016 $200.00 206-580-017 $200.00 206-580-018 $200.00 206-580-019 $200.00 206-580-020 $200.00 206-580-021 $200.00 206-580-022 $200.00 206-580-023 $200.00 206-580-024 $200.00 206-580-025 $200.00 206-580-026 $200.00 206-580-027 $200.00 206-580-028 $200.00 206-580-029 $200.00 206-580-030 $200.00 206-580-031 $200.00 206-580-032 $200.00 206-580-033 $200.00 206-580-034 $200.00 206-580-035 $200.00 206-580-037 $9,600.00 206-590-001 $200.00 206-590-002 $200.00 206-590-003 $200.00 206-590-004 $200.00 206-590-005 $200.00 206-590-006 $200.00 206-590-007 $200.00 206-590-008 $200.00 206-590-009 $200.00 206-590-010 $200.00 206-590-011 $200.00 206-590-012 $200.00 206-590-013 $200.00 206-590-014 $200.00 206-590-015 $200.00 206-590-016 $200.00 206-590-017 $200.00 206-590-018 $200.00 206-590-019 $200.00 206-590-020 $200.00 Assessor's Parcel Number Assessment Amount 206-590-021 $200.00 206-590-022 $200.00 206-590-023 $200.00 206-590-024 $200.00 206-590-025 $200.00 206-590-026 $200.00 206-590-027 $200.00 206-590-028 $200.00 206-590-029 $200.00 206-590-030 $200.00 206-590-031 $200.00 206-590-032 $200.00 206-590-033 $200.00 206-590-034 $200.00 206-590-035 $200.00 206-590-036 $200.00 206-590-037 $200.00 206-590-038 $200.00 206-590-039 $200.00 206-590-040 $200.00 206-590-041 $200.00 206-590-042 $200.00 206-590-043 $200.00 206-590-044 $200.00 206-590-045 $200.00 206-590-046 $200.00 206-590-047 $200.00 206-590-048 $200.00 206-590-049 $200.00 206-590-050 $200.00 206-590-051 $200.00 206-590-052 $200.00 206-590-053 $200.00 206-590-054 $200.00 206-590-055 $200.00 206-590-056 $200.00 206-590-057 $200.00 206-590-058 $200.00 206-590-059 $200.00 206-590-060 $200.00 206-590-061 $200.00 206-590-062 $200.00 206-590-063 $200.00 206-590-064 $200.00 206-590-065 $200.00 206-590-066 $200.00 206-590-067 $200.00 206-590-068 $200.00 206-590-069 $200.00 206-590-070 $200.00 206-590-071 $200.00 206-590-072 $200.00 206-590-073 $200.00 206-590-074 $200.00 206-590-075 $200.00 206-590-076 $200.00 Assessor's Parcel Number Assessment Amount 206-590-077 $200.00 206-590-078 $200.00 206-590-079 $200.00 206-590-080 $200.00 206-590-081 $200.00 206-590-082 $200.00 206-590-083 $200.00 206-590-084 $200.00 206-590-085 $200.00 206-590-086 $200.00 206-590-087 $200.00 206-590-088 $200.00 206-590-089 $200.00 206-590-090 $200.00 206-600-001 $200.00 206-600-002 $200.00 206-600-003 $200.00 206-600-004 $200.00 206-600-005 $200.00 206-600-006 $200.00 206-600-007 $200.00 206-600-008 $200.00 206-600-009 $200.00 206-600-010 $200.00 206-600-011 $200.00 206-600-012 $200.00 206-600-013 $200.00 206-600-014 $200.00 206-600-015 $200.00 206-600-016 $200.00 206-600-017 $200.00 206-600-018 $200.00 206-600-019 $200.00 206-600-020 $200.00 206-600-021 $200.00 206-600-022 $200.00 206-600-023 $200.00 206-600-024 $200.00 206-600-025 $200.00 206-600-026 $200.00 206-600-027 $200.00 206-600-028 $200.00 206-600-029 $200.00 206-600-030 $200.00 206-600-031 $200.00 206-600-032 $200.00 206-600-033 $200.00 206-600-034 $200.00 206-600-035 $200.00 206-600-036 $200.00 206-600-037 $200.00 206-600-038 $200.00 206-600-039 $200.00 206-600-040 $200.00 206-600-041 $200.00 206-600-042 $200.00 Assessor's Parcel Number Assessment Amount 206-600-043 $200.00 206-600-044 $200.00 206-600-045 $200.00 206-600-046 $200.00 206-600-047 $200.00 206-600-048 $200.00 206-600-049 $200.00 206-600-050 $200.00 206-600-051 $200.00 206-600-052 $200.00 206-600-053 $200.00 206-600-054 $200.00 206-600-055 $200.00 206-600-056 $200.00 206-600-057 $200.00 206-600-058 $200.00 206-600-059 $200.00 206-600-060 $200.00 206-600-061 $200.00 206-600-062 $200.00 206-600-063 $200.00 206-600-064 $200.00 206-600-065 $200.00 206-600-066 $200.00 206-600-067 $200.00 206-600-068 $200.00 206-600-069 $200.00 206-600-070 $200.00 206-600-071 $200.00 206-610-001 $200.00 206-610-002 $200.00 206-610-003 $200.00 206-610-004 $200.00 206-610-005 $200.00 206-610-006 $200.00 206-610-007 $200.00 206-610-008 $200.00 206-610-009 $200.00 206-610-010 $200.00 206-610-011 $200.00 206-610-012 $200.00 206-610-013 $200.00 206-610-014 $200.00 206-610-015 $200.00 206-610-016 $200.00 206-610-017 $200.00 206-610-018 $200.00 206-610-019 $200.00 206-610-020 $200.00 206-610-021 $200.00 206-610-022 $200.00 206-610-023 $200.00 206-610-024 $200.00 206-610-025 $200.00 206-610-026 $200.00 206-610-027 $200.00 98 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 70 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2885 M2 LEVY CODE: Intervening Properties Assessor's Parcel Number Assessment Amount 206-610-028 $200.00 206-610-029 $200.00 206-610-030 $200.00 206-610-031 $200.00 206-610-032 $200.00 206-610-033 $200.00 206-610-034 $200.00 206-610-035 $200.00 206-610-036 $200.00 206-610-037 $200.00 206-610-038 $200.00 206-610-039 $200.00 206-620-001 $200.00 206-620-002 $200.00 206-620-003 $200.00 206-620-004 $200.00 206-620-005 $200.00 206-620-006 $200.00 206-620-007 $200.00 206-620-008 $200.00 206-620-009 $200.00 206-620-010 $200.00 206-620-011 $200.00 206-620-012 $200.00 206-620-013 $200.00 206-620-014 $200.00 206-620-015 $200.00 206-620-016 $200.00 206-620-017 $200.00 206-620-018 $200.00 206-620-019 $200.00 206-620-020 $200.00 206-620-022 $200.00 206-620-023 $200.00 206-620-024 $200.00 206-620-025 $200.00 206-620-026 $200.00 206-620-027 $200.00 206-620-028 $200.00 206-620-029 $200.00 206-620-030 $200.00 206-620-031 $200.00 206-620-032 $200.00 206-620-033 $200.00 206-620-034 $200.00 206-620-035 $200.00 206-620-036 $200.00 206-620-037 $200.00 206-620-038 $200.00 206-620-039 $200.00 206-620-040 $200.00 206-620-041 $200.00 206-620-042 $200.00 206-620-043 $200.00 206-620-044 $200.00 206-620-045 $200.00 Assessor's Parcel Number Assessment Amount 206-620-046 $200.00 206-620-047 $200.00 206-620-048 $200.00 206-620-049 $200.00 206-620-050 $200.00 206-620-051 $200.00 206-620-052 $200.00 206-620-053 $200.00 206-620-054 $200.00 206-620-055 $200.00 206-620-056 $200.00 206-620-058 $200.00 206-630-001 $200.00 206-630-002 $200.00 206-630-003 $200.00 206-630-004 $200.00 206-630-005 $200.00 206-630-006 $200.00 206-630-007 $200.00 206-630-008 $200.00 206-630-009 $200.00 206-630-010 $200.00 206-630-011 $200.00 206-630-012 $200.00 206-630-013 $200.00 206-630-014 $200.00 206-630-015 $200.00 206-630-016 $200.00 206-630-017 $200.00 206-630-018 $200.00 206-630-019 $200.00 206-630-020 $200.00 206-630-021 $200.00 206-630-022 $200.00 206-630-023 $200.00 206-630-024 $200.00 206-630-025 $200.00 206-630-026 $200.00 206-630-027 $200.00 206-630-028 $200.00 206-630-029 $200.00 206-630-030 $200.00 206-630-031 $200.00 206-630-032 $200.00 206-630-033 $200.00 206-630-034 $200.00 206-630-035 $200.00 206-630-036 $200.00 206-630-037 $200.00 206-630-038 $200.00 206-630-039 $200.00 206-630-040 $200.00 206-630-041 $200.00 206-630-042 $200.00 206-630-043 $200.00 206-630-044 $200.00 Assessor's Parcel Number Assessment Amount 206-630-045 $200.00 206-630-046 $200.00 206-630-047 $200.00 206-630-048 $200.00 206-630-049 $200.00 206-630-050 $200.00 206-630-051 $200.00 206-630-052 $200.00 206-640-001 $200.00 206-640-002 $200.00 206-640-003 $200.00 206-640-004 $200.00 206-640-005 $200.00 206-640-006 $200.00 206-640-007 $200.00 206-640-008 $200.00 206-640-009 $200.00 206-640-010 $200.00 206-640-011 $200.00 206-640-012 $200.00 206-640-013 $200.00 206-640-014 $200.00 206-640-015 $200.00 206-640-016 $200.00 206-640-017 $200.00 206-640-018 $200.00 206-640-019 $200.00 206-640-020 $200.00 206-640-021 $200.00 206-640-022 $200.00 206-640-023 $200.00 206-640-024 $200.00 206-640-025 $200.00 206-640-026 $200.00 206-640-027 $200.00 206-640-028 $200.00 206-640-029 $200.00 206-640-030 $200.00 206-640-031 $200.00 206-640-032 $200.00 206-640-033 $200.00 206-640-034 $200.00 206-640-035 $200.00 379Total Parcels: $85,200.00 Total Assessment: 99 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 71 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2886 MG LEVY CODE: Diablo Vista Ballfields Assessor's Parcel Number Assessment Amount 206-030-085 $9,206.10 206-580-001 $115.80 206-580-002 $115.80 206-580-003 $115.80 206-580-004 $115.80 206-580-005 $115.80 206-580-006 $115.80 206-580-007 $115.80 206-580-008 $115.80 206-580-009 $115.80 206-580-010 $115.80 206-580-011 $115.80 206-580-012 $115.80 206-580-013 $115.80 206-580-014 $115.80 206-580-015 $115.80 206-580-016 $115.80 206-580-017 $115.80 206-580-018 $115.80 206-580-019 $115.80 206-580-020 $115.80 206-580-021 $115.80 206-580-022 $115.80 206-580-023 $115.80 206-580-024 $115.80 206-580-025 $115.80 206-580-026 $115.80 206-580-027 $115.80 206-580-028 $115.80 206-580-029 $115.80 206-580-030 $115.80 206-580-031 $115.80 206-580-032 $115.80 206-580-033 $115.80 206-580-034 $115.80 206-580-035 $115.80 206-590-001 $115.80 206-590-002 $115.80 206-590-003 $115.80 206-590-004 $115.80 206-590-005 $115.80 206-590-006 $115.80 206-590-007 $115.80 206-590-008 $115.80 206-590-009 $115.80 206-590-010 $115.80 206-590-011 $115.80 206-590-012 $115.80 206-590-013 $115.80 206-590-014 $115.80 206-590-015 $115.80 206-590-016 $115.80 206-590-017 $115.80 206-590-018 $115.80 206-590-019 $115.80 206-590-020 $115.80 Assessor's Parcel Number Assessment Amount 206-590-021 $115.80 206-590-022 $115.80 206-590-023 $115.80 206-590-024 $115.80 206-590-025 $115.80 206-590-026 $115.80 206-590-027 $115.80 206-590-028 $115.80 206-590-029 $115.80 206-590-030 $115.80 206-590-031 $115.80 206-590-032 $115.80 206-590-033 $115.80 206-590-034 $115.80 206-590-035 $115.80 206-590-036 $115.80 206-590-037 $115.80 206-590-038 $115.80 206-590-039 $115.80 206-590-040 $115.80 206-590-041 $115.80 206-590-042 $115.80 206-590-043 $115.80 206-590-044 $115.80 206-590-045 $115.80 206-590-046 $115.80 206-590-047 $115.80 206-590-048 $115.80 206-590-049 $115.80 206-590-050 $115.80 206-590-051 $115.80 206-590-052 $115.80 206-590-053 $115.80 206-590-054 $115.80 206-590-055 $115.80 206-590-056 $115.80 206-590-057 $115.80 206-590-058 $115.80 206-590-059 $115.80 206-590-060 $115.80 206-590-061 $115.80 206-590-062 $115.80 206-590-063 $115.80 206-590-064 $115.80 206-590-065 $115.80 206-590-066 $115.80 206-590-067 $115.80 206-590-068 $115.80 206-590-069 $115.80 206-590-070 $115.80 206-590-071 $115.80 206-590-072 $115.80 206-590-073 $115.80 206-590-074 $115.80 206-590-075 $115.80 206-590-076 $115.80 Assessor's Parcel Number Assessment Amount 206-590-077 $115.80 206-590-078 $115.80 206-590-079 $115.80 206-590-080 $115.80 206-590-081 $115.80 206-590-082 $115.80 206-590-083 $115.80 206-590-084 $115.80 206-590-085 $115.80 206-590-086 $115.80 206-590-087 $115.80 206-590-088 $115.80 206-590-089 $115.80 206-590-090 $115.80 206-600-001 $115.80 206-600-002 $115.80 206-600-003 $115.80 206-600-004 $115.80 206-600-005 $115.80 206-600-006 $115.80 206-600-007 $115.80 206-600-008 $115.80 206-600-009 $115.80 206-600-010 $115.80 206-600-011 $115.80 206-600-012 $115.80 206-600-013 $115.80 206-600-014 $115.80 206-600-015 $115.80 206-600-016 $115.80 206-600-017 $115.80 206-600-018 $115.80 206-600-019 $115.80 206-600-020 $115.80 206-600-021 $115.80 206-600-022 $115.80 206-600-023 $115.80 206-600-024 $115.80 206-600-025 $115.80 206-600-026 $115.80 206-600-027 $115.80 206-600-028 $115.80 206-600-029 $115.80 206-600-030 $115.80 206-600-031 $115.80 206-600-032 $115.80 206-600-033 $115.80 206-600-034 $115.80 206-600-035 $115.80 206-600-036 $115.80 206-600-037 $115.80 206-600-038 $115.80 206-600-039 $115.80 206-600-040 $115.80 206-600-041 $115.80 206-600-042 $115.80 Assessor's Parcel Number Assessment Amount 206-600-043 $115.80 206-600-044 $115.80 206-600-045 $115.80 206-600-046 $115.80 206-600-047 $115.80 206-600-048 $115.80 206-600-049 $115.80 206-600-050 $115.80 206-600-051 $115.80 206-600-052 $115.80 206-600-053 $115.80 206-600-054 $115.80 206-600-055 $115.80 206-600-056 $115.80 206-600-057 $115.80 206-600-058 $115.80 206-600-059 $115.80 206-600-060 $115.80 206-600-061 $115.80 206-600-062 $115.80 206-600-063 $115.80 206-600-064 $115.80 206-600-065 $115.80 206-600-066 $115.80 206-600-067 $115.80 206-600-068 $115.80 206-600-069 $115.80 206-600-070 $115.80 206-600-071 $115.80 206-610-001 $115.80 206-610-002 $115.80 206-610-003 $115.80 206-610-004 $115.80 206-610-005 $115.80 206-610-006 $115.80 206-610-007 $115.80 206-610-008 $115.80 206-610-009 $115.80 206-610-010 $115.80 206-610-011 $115.80 206-610-012 $115.80 206-610-013 $115.80 206-610-014 $115.80 206-610-015 $115.80 206-610-016 $115.80 206-610-017 $115.80 206-610-018 $115.80 206-610-019 $115.80 206-610-020 $115.80 206-610-021 $115.80 206-610-022 $115.80 206-610-023 $115.80 206-610-024 $115.80 206-610-025 $115.80 206-610-026 $115.80 206-610-027 $115.80 100 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 71 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2886 MG LEVY CODE: Diablo Vista Ballfields Assessor's Parcel Number Assessment Amount 206-610-028 $115.80 206-610-029 $115.80 206-610-030 $115.80 206-610-031 $115.80 206-610-032 $115.80 206-610-033 $115.80 206-610-034 $115.80 206-610-035 $115.80 206-610-036 $115.80 206-610-037 $115.80 206-610-038 $115.80 206-610-039 $115.80 206-620-001 $115.80 206-620-002 $115.80 206-620-003 $115.80 206-620-004 $115.80 206-620-005 $115.80 206-620-006 $115.80 206-620-007 $115.80 206-620-008 $115.80 206-620-009 $115.80 206-620-010 $115.80 206-620-011 $115.80 206-620-012 $115.80 206-620-013 $115.80 206-620-014 $115.80 206-620-015 $115.80 206-620-016 $115.80 206-620-017 $115.80 206-620-018 $115.80 206-620-019 $115.80 206-620-020 $115.80 206-620-022 $115.80 206-620-023 $115.80 206-620-024 $115.80 206-620-025 $115.80 206-620-026 $115.80 206-620-027 $115.80 206-620-028 $115.80 206-620-029 $115.80 206-620-030 $115.80 206-620-031 $115.80 206-620-032 $115.80 206-620-033 $115.80 206-620-034 $115.80 206-620-035 $115.80 206-620-036 $115.80 206-620-037 $115.80 206-620-038 $115.80 206-620-039 $115.80 206-620-040 $115.80 206-620-041 $115.80 206-620-042 $115.80 206-620-043 $115.80 206-620-044 $115.80 206-620-045 $115.80 Assessor's Parcel Number Assessment Amount 206-620-046 $115.80 206-620-047 $115.80 206-620-048 $115.80 206-620-049 $115.80 206-620-050 $115.80 206-620-051 $115.80 206-620-052 $115.80 206-620-053 $115.80 206-620-054 $115.80 206-620-055 $115.80 206-620-056 $115.80 206-620-058 $115.80 206-630-001 $115.80 206-630-002 $115.80 206-630-003 $115.80 206-630-004 $115.80 206-630-005 $115.80 206-630-006 $115.80 206-630-007 $115.80 206-630-008 $115.80 206-630-009 $115.80 206-630-010 $115.80 206-630-011 $115.80 206-630-012 $115.80 206-630-013 $115.80 206-630-014 $115.80 206-630-015 $115.80 206-630-016 $115.80 206-630-017 $115.80 206-630-018 $115.80 206-630-019 $115.80 206-630-020 $115.80 206-630-021 $115.80 206-630-022 $115.80 206-630-023 $115.80 206-630-024 $115.80 206-630-025 $115.80 206-630-026 $115.80 206-630-027 $115.80 206-630-028 $115.80 206-630-029 $115.80 206-630-030 $115.80 206-630-031 $115.80 206-630-032 $115.80 206-630-033 $115.80 206-630-034 $115.80 206-630-035 $115.80 206-630-036 $115.80 206-630-037 $115.80 206-630-038 $115.80 206-630-039 $115.80 206-630-040 $115.80 206-630-041 $115.80 206-630-042 $115.80 206-630-043 $115.80 206-630-044 $115.80 Assessor's Parcel Number Assessment Amount 206-630-045 $115.80 206-630-046 $115.80 206-630-047 $115.80 206-630-048 $115.80 206-630-049 $115.80 206-630-050 $115.80 206-630-051 $115.80 206-630-052 $115.80 206-640-001 $115.80 206-640-002 $115.80 206-640-003 $115.80 206-640-004 $115.80 206-640-005 $115.80 206-640-006 $115.80 206-640-007 $115.80 206-640-008 $115.80 206-640-009 $115.80 206-640-010 $115.80 206-640-011 $115.80 206-640-012 $115.80 206-640-013 $115.80 206-640-014 $115.80 206-640-015 $115.80 206-640-016 $115.80 206-640-017 $115.80 206-640-018 $115.80 206-640-019 $115.80 206-640-020 $115.80 206-640-021 $115.80 206-640-022 $115.80 206-640-023 $115.80 206-640-024 $115.80 206-640-025 $115.80 206-640-026 $115.80 206-640-027 $115.80 206-640-028 $115.80 206-640-029 $115.80 206-640-030 $115.80 206-640-031 $115.80 206-640-032 $115.80 206-640-033 $115.80 206-640-034 $115.80 206-640-035 $115.80 206-660-001 $115.80 206-660-002 $115.80 206-660-003 $115.80 206-660-004 $115.80 206-660-005 $115.80 206-660-006 $115.80 206-660-007 $115.80 206-660-008 $115.80 206-660-009 $115.80 206-660-010 $115.80 206-660-011 $115.80 206-660-012 $115.80 206-660-013 $115.80 Assessor's Parcel Number Assessment Amount 206-660-014 $115.80 206-660-015 $115.80 206-660-016 $115.80 206-660-017 $115.80 206-660-018 $115.80 206-660-019 $115.80 206-660-020 $115.80 206-660-021 $115.80 206-660-022 $115.80 206-660-023 $115.80 206-660-024 $115.80 206-660-025 $115.80 206-660-026 $115.80 206-660-027 $115.80 206-660-028 $115.80 206-660-029 $115.80 206-660-030 $115.80 206-660-031 $115.80 206-660-032 $115.80 206-660-033 $115.80 206-660-034 $115.80 206-660-035 $115.80 206-660-036 $115.80 206-660-037 $115.80 206-660-038 $115.80 206-660-039 $115.80 206-660-040 $115.80 206-660-041 $115.80 206-660-042 $115.80 206-660-043 $115.80 206-660-044 $115.80 206-660-045 $115.80 206-660-046 $115.80 206-660-047 $115.80 206-660-048 $115.80 206-660-049 $115.80 206-660-050 $115.80 206-670-001 $115.80 206-670-002 $115.80 206-670-003 $115.80 206-670-004 $115.80 206-670-005 $115.80 206-670-006 $115.80 206-670-007 $115.80 206-670-008 $115.80 206-670-009 $115.80 206-670-010 $115.80 206-670-011 $115.80 206-670-012 $115.80 206-670-013 $115.80 206-670-014 $115.80 206-670-015 $115.80 206-670-016 $115.80 206-670-017 $115.80 206-670-018 $115.80 206-670-019 $115.80 101 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 71 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2886 MG LEVY CODE: Diablo Vista Ballfields Assessor's Parcel Number Assessment Amount 206-670-020 $115.80 206-670-021 $115.80 206-670-022 $115.80 206-670-023 $115.80 206-670-024 $115.80 206-670-025 $115.80 206-670-026 $115.80 206-670-027 $115.80 206-670-028 $115.80 206-670-029 $115.80 206-670-030 $115.80 206-670-031 $115.80 206-670-032 $115.80 206-670-033 $115.80 206-670-034 $115.80 206-670-035 $115.80 206-670-036 $115.80 206-670-037 $115.80 206-670-038 $115.80 206-670-039 $115.80 206-670-040 $115.80 206-670-041 $115.80 206-670-042 $115.80 206-670-043 $115.80 206-670-044 $115.80 206-670-045 $115.80 206-670-046 $115.80 206-670-047 $115.80 206-670-048 $115.80 206-670-049 $115.80 206-670-050 $115.80 206-680-001 $115.80 206-680-002 $115.80 206-680-003 $115.80 206-680-004 $115.80 206-680-005 $115.80 206-680-006 $115.80 206-680-007 $115.80 206-680-008 $115.80 206-680-009 $115.80 206-680-010 $115.80 206-680-011 $115.80 206-680-012 $115.80 206-680-013 $115.80 206-680-014 $115.80 206-680-015 $115.80 206-680-016 $115.80 206-680-017 $115.80 206-680-018 $115.80 206-680-019 $115.80 206-680-020 $115.80 206-710-001 $115.80 206-710-002 $115.80 206-710-003 $115.80 206-710-004 $115.80 206-710-005 $115.80 Assessor's Parcel Number Assessment Amount 206-710-006 $115.80 206-710-007 $115.80 206-710-008 $115.80 206-710-009 $115.80 206-710-010 $115.80 206-710-011 $115.80 206-710-012 $115.80 206-710-013 $115.80 206-710-014 $115.80 206-710-015 $115.80 206-710-016 $115.80 206-710-017 $115.80 206-710-018 $115.80 206-710-019 $115.80 206-710-020 $115.80 206-710-021 $115.80 206-710-022 $115.80 206-710-023 $115.80 206-710-024 $115.80 206-710-025 $115.80 206-710-026 $115.80 206-710-027 $115.80 206-710-028 $115.80 206-710-029 $115.80 206-710-030 $115.80 206-710-031 $115.80 206-710-032 $115.80 206-710-033 $115.80 206-710-034 $115.80 206-710-035 $115.80 206-710-036 $115.80 206-710-037 $115.80 206-710-038 $115.80 206-710-039 $115.80 206-710-040 $115.80 206-710-041 $115.80 206-710-042 $115.80 206-710-043 $115.80 206-710-044 $115.80 206-710-045 $115.80 206-710-046 $115.80 206-710-047 $115.80 206-710-048 $115.80 206-710-049 $115.80 206-710-050 $115.80 206-710-051 $115.80 206-710-052 $115.80 206-710-053 $115.80 206-710-054 $115.80 206-710-055 $115.80 206-710-056 $115.80 206-710-057 $115.80 206-710-058 $115.80 206-710-059 $115.80 206-710-060 $115.80 206-720-001 $115.80 Assessor's Parcel Number Assessment Amount 206-720-002 $115.80 206-720-003 $115.80 206-720-004 $115.80 206-720-005 $115.80 206-720-006 $115.80 206-720-007 $115.80 206-720-008 $115.80 206-720-009 $115.80 206-720-010 $115.80 206-720-011 $115.80 206-720-012 $115.80 206-720-013 $115.80 206-720-014 $115.80 206-720-015 $115.80 206-720-016 $115.80 206-720-017 $115.80 206-720-018 $115.80 206-720-019 $115.80 206-720-020 $115.80 206-720-021 $115.80 206-720-022 $115.80 206-720-023 $115.80 206-720-024 $115.80 206-720-025 $115.80 206-720-026 $115.80 206-720-027 $115.80 206-720-028 $115.80 206-720-029 $115.80 206-720-030 $115.80 206-720-031 $115.80 206-720-032 $115.80 206-720-033 $115.80 206-720-034 $115.80 206-720-035 $115.80 206-720-036 $115.80 206-720-037 $115.80 206-720-038 $115.80 206-720-039 $115.80 206-720-040 $115.80 206-720-041 $115.80 206-720-042 $115.80 206-720-043 $115.80 206-720-044 $115.80 206-720-045 $115.80 206-720-046 $115.80 206-720-047 $115.80 206-720-048 $115.80 206-720-049 $115.80 206-720-050 $115.80 206-720-051 $115.80 206-720-052 $115.80 206-720-053 $115.80 206-720-054 $115.80 206-720-055 $115.80 206-720-056 $115.80 206-720-057 $115.80 Assessor's Parcel Number Assessment Amount 206-720-058 $115.80 206-720-059 $115.80 206-720-060 $115.80 206-720-061 $115.80 206-720-062 $115.80 206-720-063 $115.80 206-720-064 $115.80 206-720-065 $115.80 206-720-066 $115.80 206-720-067 $115.80 206-720-068 $115.80 206-720-069 $115.80 206-720-070 $115.80 206-720-071 $115.80 206-720-072 $115.80 206-720-073 $115.80 206-720-074 $115.80 206-720-075 $115.80 206-720-076 $115.80 206-720-077 $115.80 206-720-078 $115.80 206-730-001 $115.80 206-730-002 $115.80 206-730-003 $115.80 206-730-004 $115.80 206-730-005 $115.80 206-730-006 $115.80 206-730-007 $115.80 206-730-008 $115.80 206-730-009 $115.80 206-730-010 $115.80 206-730-011 $115.80 206-730-012 $115.80 206-730-013 $115.80 206-730-014 $115.80 206-730-015 $115.80 206-730-016 $115.80 206-730-017 $115.80 206-730-018 $115.80 206-730-019 $115.80 206-730-020 $115.80 206-730-021 $115.80 206-730-022 $115.80 206-730-023 $115.80 206-730-024 $115.80 206-730-025 $115.80 206-730-026 $115.80 206-730-030 $115.80 206-730-031 $115.80 206-730-032 $115.80 206-730-033 $115.80 206-730-034 $115.80 206-730-035 $115.80 206-730-036 $115.80 206-730-037 $115.80 206-730-038 $115.80 102 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 71 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2886 MG LEVY CODE: Diablo Vista Ballfields Assessor's Parcel Number Assessment Amount 206-730-039 $115.80 206-730-040 $115.80 206-730-041 $115.80 206-730-042 $115.80 206-730-043 $115.80 206-730-044 $115.80 206-730-045 $115.80 206-730-046 $115.80 206-730-047 $115.80 206-730-048 $115.80 206-730-049 $115.80 206-730-050 $115.80 206-730-051 $115.80 206-730-052 $115.80 206-740-001 $115.80 206-740-002 $115.80 206-740-003 $115.80 206-740-004 $115.80 206-740-005 $115.80 206-740-006 $115.80 206-740-007 $115.80 206-740-008 $115.80 206-740-009 $115.80 206-740-010 $115.80 206-740-011 $115.80 206-740-012 $115.80 206-740-013 $115.80 206-740-014 $115.80 206-740-015 $115.80 206-740-016 $115.80 206-740-017 $115.80 206-740-018 $115.80 206-740-019 $115.80 206-740-020 $115.80 206-740-021 $115.80 206-740-022 $115.80 206-740-023 $115.80 206-740-024 $115.80 206-740-025 $115.80 206-740-026 $115.80 206-740-027 $115.80 206-740-028 $115.80 206-740-029 $115.80 206-750-001 $115.80 206-750-002 $115.80 206-750-003 $115.80 206-750-004 $115.80 206-750-005 $115.80 206-750-006 $115.80 206-750-007 $115.80 206-750-008 $115.80 206-750-009 $115.80 206-750-010 $115.80 206-750-011 $115.80 206-750-012 $115.80 206-750-013 $115.80 Assessor's Parcel Number Assessment Amount 206-750-014 $115.80 206-750-015 $115.80 206-750-016 $115.80 206-750-017 $115.80 206-750-018 $115.80 206-750-019 $115.80 206-750-020 $115.80 206-750-021 $115.80 206-750-022 $115.80 206-750-023 $115.80 206-750-024 $115.80 206-750-025 $115.80 206-750-026 $115.80 206-750-027 $115.80 206-750-028 $115.80 206-750-029 $115.80 206-750-030 $115.80 206-750-031 $115.80 206-750-032 $115.80 206-750-033 $115.80 206-750-034 $115.80 206-750-035 $115.80 206-750-036 $115.80 206-750-037 $115.80 206-750-038 $115.80 206-750-039 $115.80 206-750-040 $115.80 206-750-041 $115.80 206-750-042 $115.80 206-750-043 $115.80 206-750-044 $115.80 206-750-045 $115.80 206-750-046 $115.80 206-750-047 $115.80 206-750-048 $115.80 206-750-049 $115.80 206-750-050 $115.80 206-750-051 $115.80 206-750-052 $115.80 206-750-053 $115.80 206-750-054 $115.80 206-750-055 $115.80 206-750-056 $115.80 206-750-057 $115.80 206-750-058 $115.80 206-750-059 $115.80 206-750-060 $115.80 206-750-061 $115.80 206-750-062 $115.80 206-750-063 $115.80 206-750-064 $115.80 206-750-065 $115.80 206-750-066 $115.80 206-750-067 $115.80 206-750-068 $115.80 206-750-069 $115.80 Assessor's Parcel Number Assessment Amount 206-750-070 $115.80 206-750-071 $115.80 206-750-072 $115.80 206-750-073 $115.80 206-750-074 $115.80 206-750-075 $115.80 206-750-076 $115.80 206-750-077 $115.80 206-750-078 $115.80 206-750-079 $115.80 206-750-080 $115.80 206-750-081 $115.80 206-750-082 $115.80 206-750-083 $115.80 206-750-084 $115.80 206-750-085 $115.80 206-750-086 $115.80 206-750-087 $115.80 206-750-088 $115.80 206-750-089 $115.80 206-750-090 $115.80 206-760-001 $115.80 206-760-002 $115.80 206-760-003 $115.80 206-760-004 $115.80 206-760-005 $115.80 206-760-006 $57.90 206-760-007 $115.80 206-760-008 $115.80 206-760-009 $115.80 206-760-010 $57.90 206-760-011 $115.80 206-760-012 $115.80 206-760-013 $115.80 206-760-014 $57.90 206-760-015 $115.80 206-760-016 $115.80 206-760-017 $115.80 206-760-018 $57.90 206-760-019 $115.80 206-760-020 $115.80 206-760-021 $115.80 206-770-001 $115.80 206-770-002 $115.80 206-770-003 $115.80 206-770-004 $115.80 206-770-005 $115.80 206-770-006 $115.80 206-770-007 $57.90 206-770-008 $115.80 206-770-009 $115.80 206-770-010 $115.80 206-770-011 $57.90 206-770-012 $115.80 206-770-013 $115.80 206-770-014 $57.90 Assessor's Parcel Number Assessment Amount 206-770-015 $115.80 206-770-016 $115.80 206-770-017 $115.80 206-770-018 $115.80 206-770-019 $115.80 206-770-020 $115.80 206-770-021 $115.80 206-770-022 $57.90 206-770-023 $115.80 206-770-024 $57.90 206-770-025 $115.80 206-770-026 $57.90 206-770-027 $115.80 206-780-001 $115.80 206-780-002 $57.90 206-780-003 $57.90 206-780-004 $57.90 206-780-005 $57.90 206-780-006 $57.90 206-780-007 $57.90 206-780-008 $57.90 206-780-009 $57.90 206-780-010 $57.90 206-780-011 $57.90 206-780-012 $57.90 206-780-013 $57.90 206-780-014 $57.90 206-780-015 $57.90 206-780-016 $57.90 206-780-017 $57.90 206-780-018 $57.90 206-790-001 $57.90 206-790-002 $57.90 206-790-003 $57.90 206-790-004 $57.90 206-790-005 $115.80 206-790-006 $57.90 206-790-007 $57.90 206-790-008 $57.90 206-790-009 $57.90 206-790-010 $57.90 206-790-011 $57.90 206-790-012 $115.80 206-790-013 $115.80 206-790-014 $115.80 206-790-015 $57.90 206-790-016 $57.90 206-790-017 $57.90 206-790-018 $57.90 206-790-019 $57.90 206-790-020 $57.90 206-790-021 $57.90 206-790-022 $57.90 206-790-023 $57.90 206-790-024 $57.90 206-790-025 $115.80 103 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 71 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2886 MG LEVY CODE: Diablo Vista Ballfields Assessor's Parcel Number Assessment Amount 206-790-026 $57.90 206-790-027 $57.90 206-790-028 $57.90 206-790-029 $57.90 206-800-001 $57.90 206-800-002 $57.90 206-800-003 $115.80 206-800-004 $115.80 206-800-005 $115.80 206-800-006 $115.80 206-800-007 $115.80 206-800-008 $115.80 206-800-009 $115.80 206-800-010 $115.80 206-800-011 $115.80 206-800-012 $115.80 206-800-013 $115.80 206-800-014 $115.80 206-800-015 $115.80 206-800-016 $115.80 206-800-017 $115.80 206-800-018 $115.80 206-800-019 $115.80 206-800-020 $115.80 206-800-021 $115.80 206-800-022 $115.80 206-800-023 $115.80 206-800-024 $115.80 206-800-025 $115.80 206-800-026 $115.80 206-800-027 $115.80 206-800-028 $115.80 206-800-029 $115.80 206-800-030 $115.80 206-800-031 $115.80 206-800-032 $115.80 206-800-033 $115.80 206-800-034 $115.80 206-800-035 $115.80 206-800-036 $115.80 206-800-037 $115.80 206-800-038 $115.80 206-800-039 $115.80 206-800-040 $115.80 206-800-041 $115.80 206-800-042 $115.80 206-800-043 $115.80 206-800-044 $115.80 206-800-045 $115.80 206-800-046 $57.90 206-800-047 $57.90 206-800-048 $57.90 206-800-049 $57.90 206-800-050 $57.90 206-800-051 $115.80 206-800-052 $115.80 Assessor's Parcel Number Assessment Amount 206-800-053 $115.80 206-800-054 $57.90 206-800-055 $57.90 206-800-056 $57.90 206-800-057 $115.80 206-800-058 $115.80 206-800-059 $115.80 206-800-060 $115.80 206-800-061 $115.80 206-800-062 $115.80 206-800-063 $115.80 206-800-064 $115.80 206-800-065 $115.80 206-800-066 $115.80 206-800-067 $115.80 206-810-001 $115.80 206-810-002 $115.80 206-810-003 $115.80 206-810-004 $115.80 206-810-005 $115.80 206-810-006 $115.80 206-810-007 $115.80 206-810-008 $115.80 206-810-009 $115.80 206-810-010 $115.80 206-810-011 $115.80 206-810-012 $115.80 206-810-013 $115.80 206-810-014 $115.80 206-810-015 $115.80 206-810-016 $115.80 206-810-017 $115.80 206-810-018 $115.80 206-810-019 $115.80 206-810-020 $115.80 206-810-021 $115.80 206-810-022 $115.80 206-810-023 $115.80 206-810-024 $115.80 206-810-025 $115.80 206-810-026 $115.80 206-810-027 $115.80 206-810-028 $115.80 206-810-029 $115.80 206-810-030 $115.80 206-810-031 $115.80 206-820-001 $115.80 206-820-002 $115.80 206-820-003 $115.80 206-820-004 $115.80 206-820-005 $115.80 206-820-006 $115.80 206-820-007 $115.80 206-820-008 $115.80 206-820-009 $115.80 206-820-010 $115.80 Assessor's Parcel Number Assessment Amount 206-820-011 $115.80 206-820-012 $115.80 206-820-013 $115.80 206-820-014 $115.80 206-820-015 $115.80 206-820-016 $115.80 206-820-017 $115.80 206-820-018 $115.80 206-820-019 $115.80 206-820-020 $115.80 206-820-021 $115.80 206-820-022 $115.80 206-820-023 $57.90 206-820-024 $57.90 206-820-025 $57.90 206-820-026 $115.80 206-820-027 $115.80 206-820-028 $115.80 206-820-029 $115.80 206-820-030 $115.80 206-820-031 $57.90 206-820-032 $57.90 206-820-033 $57.90 206-820-034 $57.90 206-820-035 $57.90 206-820-036 $115.80 206-820-037 $57.90 206-820-038 $57.90 206-820-039 $57.90 206-820-040 $57.90 206-820-041 $57.90 206-820-042 $57.90 206-820-043 $57.90 206-820-044 $57.90 206-820-045 $57.90 206-820-046 $57.90 206-820-047 $57.90 206-820-048 $57.90 206-820-049 $57.90 206-820-050 $57.90 206-820-051 $115.80 206-820-052 $115.80 206-820-053 $57.90 206-820-054 $57.90 206-820-055 $115.80 206-820-056 $115.80 206-820-057 $115.80 206-820-058 $115.80 206-820-059 $115.80 206-820-060 $115.80 206-820-061 $115.80 1059Total Parcels: $126,801.00 Total Assessment: 104 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 74 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2875 NM LEVY CODE: Bella Flora Assessor's Parcel Number Assessment Amount 408-160-016 $1,360.00 408-170-072 $170.00 408-180-010 $170.00 408-240-001 $340.00 408-240-002 $340.00 408-240-003 $340.00 408-240-004 $340.00 408-240-005 $340.00 408-240-006 $340.00 408-240-007 $340.00 408-240-008 $340.00 408-240-009 $340.00 408-240-010 $340.00 408-240-011 $340.00 408-240-012 $340.00 408-240-013 $340.00 408-240-014 $340.00 408-240-015 $340.00 408-240-016 $340.00 408-240-017 $340.00 408-240-018 $340.00 408-240-019 $340.00 408-240-020 $340.00 408-240-021 $340.00 408-240-022 $340.00 408-240-023 $340.00 408-240-024 $340.00 408-240-025 $340.00 408-240-026 $340.00 408-240-027 $340.00 408-240-028 $340.00 408-240-029 $340.00 408-240-030 $340.00 408-240-031 $340.00 408-240-032 $340.00 408-240-033 $340.00 408-240-034 $340.00 408-240-035 $340.00 408-240-036 $340.00 408-240-037 $340.00 408-240-038 $340.00 408-240-039 $340.00 408-240-040 $340.00 408-240-041 $340.00 408-240-042 $340.00 408-240-043 $340.00 408-240-044 $340.00 408-240-045 $340.00 408-240-046 $340.00 408-240-047 $340.00 408-240-048 $340.00 408-240-049 $340.00 408-240-050 $340.00 408-240-051 $340.00 408-240-052 $340.00 408-240-053 $340.00 Assessor's Parcel Number Assessment Amount 408-240-054 $340.00 408-240-055 $340.00 408-240-056 $340.00 408-240-057 $340.00 408-240-058 $340.00 408-240-059 $340.00 408-240-060 $340.00 408-240-061 $340.00 408-240-062 $340.00 408-240-063 $340.00 408-240-064 $340.00 408-240-065 $340.00 408-240-066 $340.00 408-240-067 $340.00 408-240-068 $340.00 408-240-069 $340.00 408-240-070 $340.00 408-240-071 $340.00 408-240-072 $340.00 408-240-073 $340.00 408-240-074 $340.00 408-240-075 $340.00 408-240-076 $340.00 408-240-077 $340.00 408-240-078 $340.00 408-240-079 $340.00 408-240-080 $340.00 408-240-081 $340.00 408-240-082 $340.00 408-240-083 $340.00 408-240-084 $340.00 408-240-085 $340.00 408-240-086 $340.00 408-240-087 $340.00 408-240-088 $340.00 408-240-089 $340.00 408-240-090 $340.00 408-240-091 $340.00 408-240-092 $340.00 408-240-093 $340.00 408-240-094 $340.00 408-250-001 $340.00 408-250-002 $340.00 408-250-003 $340.00 408-250-004 $340.00 408-250-005 $340.00 408-250-006 $340.00 408-250-007 $340.00 408-250-008 $340.00 408-250-009 $340.00 408-250-010 $340.00 408-250-011 $340.00 408-250-012 $340.00 408-250-013 $340.00 408-250-014 $340.00 408-250-015 $340.00 Assessor's Parcel Number Assessment Amount 408-250-016 $340.00 408-250-017 $340.00 408-250-018 $340.00 408-250-019 $340.00 408-250-020 $340.00 408-250-021 $340.00 408-250-022 $340.00 408-250-023 $340.00 408-250-024 $340.00 408-250-025 $340.00 408-250-026 $340.00 408-250-027 $340.00 408-250-028 $340.00 408-250-029 $340.00 408-250-030 $340.00 408-250-031 $340.00 408-250-032 $340.00 408-250-033 $340.00 408-250-034 $340.00 408-250-035 $340.00 408-250-036 $340.00 408-250-037 $340.00 408-250-038 $340.00 408-250-039 $340.00 408-250-040 $340.00 408-250-041 $340.00 408-250-042 $340.00 408-250-043 $340.00 408-250-044 $340.00 408-250-045 $340.00 408-250-046 $340.00 408-250-047 $340.00 408-250-048 $340.00 408-250-049 $340.00 408-250-050 $340.00 408-250-051 $340.00 408-250-052 $340.00 408-250-053 $340.00 408-250-054 $340.00 408-250-055 $340.00 408-250-056 $340.00 408-250-057 $340.00 408-250-058 $340.00 408-250-059 $340.00 408-250-060 $340.00 408-250-061 $340.00 408-250-062 $340.00 408-250-063 $340.00 408-250-064 $340.00 408-250-065 $340.00 408-250-066 $340.00 408-250-067 $340.00 408-250-068 $340.00 408-250-069 $340.00 408-250-070 $340.00 408-250-071 $340.00 Assessor's Parcel Number Assessment Amount 408-250-072 $340.00 408-250-073 $340.00 408-250-074 $340.00 408-250-075 $340.00 408-250-076 $340.00 408-250-077 $340.00 408-250-078 $340.00 408-250-079 $340.00 176Total Parcels: $60,520.00 Total Assessment: 105 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf CONTRA COSTA COUNTY COUNTYWIDE LANDSCAPING DISTRICT A.D. 1979-3 (LL-2) FUND NO: LL2 ZONE 75 PRELIMINARY ASSESSMENT ROLL FISCAL YEAR 2019-20 2889 N5 LEVY CODE: Belmont Terrace Assessor's Parcel Number Assessment Amount 159-230-009 $5.00 159-230-010 $5.00 159-510-001 $3.74 159-510-002 $3.74 159-510-003 $3.74 159-510-004 $3.74 159-510-005 $3.74 159-510-006 $3.74 159-510-007 $3.74 159-510-008 $3.74 159-510-009 $3.74 159-510-010 $3.74 159-510-011 $3.74 159-510-012 $3.74 159-510-013 $3.74 159-510-014 $3.74 159-510-015 $3.74 159-510-016 $3.74 159-510-017 $3.74 159-510-018 $3.74 159-510-019 $3.74 159-510-020 $3.74 159-510-021 $3.74 159-510-022 $3.74 159-510-023 $3.74 159-510-024 $3.74 159-510-025 $3.74 159-510-026 $3.74 159-510-027 $3.74 159-510-028 $3.74 159-510-029 $3.74 159-510-030 $3.74 159-510-031 $3.74 159-510-032 $3.74 159-510-033 $3.74 159-510-034 $3.74 159-510-035 $3.74 159-510-036 $3.74 159-510-037 $3.74 159-510-038 $3.74 159-510-039 $3.74 159-510-040 $3.74 159-510-041 $3.74 159-510-042 $3.74 159-510-043 $3.74 159-510-044 $3.74 159-510-045 $3.74 159-510-046 $3.74 159-510-047 $3.74 159-520-001 $3.74 159-520-002 $3.74 159-520-003 $3.74 159-520-004 $3.74 159-520-005 $3.74 159-520-006 $3.74 159-520-007 $3.74 Assessor's Parcel Number Assessment Amount 159-520-008 $3.74 159-520-009 $3.74 159-520-010 $3.74 159-520-011 $3.74 159-520-012 $3.74 159-520-013 $3.74 159-520-014 $3.74 159-520-015 $3.74 159-520-016 $3.74 159-520-017 $3.74 159-520-018 $3.74 159-520-019 $3.74 159-520-020 $3.74 159-520-021 $3.74 159-520-022 $3.74 159-520-023 $3.74 159-520-024 $3.74 159-520-025 $3.74 159-520-026 $3.74 159-520-027 $3.74 159-520-028 $3.74 159-520-029 $3.74 159-520-030 $3.74 159-520-031 $3.74 159-520-032 $3.74 159-520-033 $3.74 159-520-034 $3.74 159-520-035 $3.74 159-520-036 $3.74 159-520-037 $3.74 159-520-038 $3.74 159-520-039 $3.74 159-520-040 $3.74 159-520-041 $3.74 159-520-042 $3.74 161-580-001 $3.74 161-580-002 $3.74 161-580-003 $3.74 161-580-004 $3.74 161-580-005 $3.74 161-580-006 $3.74 161-580-007 $3.74 161-580-008 $3.74 161-580-009 $3.74 161-580-010 $3.74 161-580-011 $3.74 161-580-012 $3.74 161-580-013 $3.74 161-580-014 $3.74 161-580-015 $3.74 161-580-016 $3.74 161-580-017 $3.74 161-580-018 $3.74 161-580-019 $3.74 161-580-020 $3.74 161-580-021 $3.74 Assessor's Parcel Number Assessment Amount 161-580-022 $3.74 161-580-023 $3.74 161-580-024 $3.74 161-580-025 $3.74 161-580-026 $3.74 161-580-027 $3.74 161-580-028 $3.74 161-580-029 $3.74 161-580-030 $3.74 161-580-031 $3.74 161-580-032 $3.74 161-580-033 $3.74 161-580-034 $3.74 161-580-035 $3.74 161-580-036 $3.74 161-580-037 $3.74 161-580-038 $3.74 161-580-039 $3.74 161-580-040 $3.74 161-580-041 $3.74 161-580-042 $3.74 161-580-043 $3.74 161-580-044 $3.74 161-580-045 $3.74 161-580-046 $3.74 161-580-047 $3.74 161-580-048 $3.74 161-580-049 $3.74 161-580-050 $3.74 161-580-051 $3.74 161-580-052 $3.74 161-580-053 $3.74 161-580-054 $3.74 161-580-055 $3.74 161-580-056 $3.74 161-580-057 $3.74 161-580-058 $3.74 161-580-059 $3.74 161-580-060 $3.74 161-580-061 $3.74 161-580-062 $3.74 161-580-063 $3.74 161-580-064 $3.74 161-580-065 $3.74 161-580-066 $3.74 161-580-067 $3.74 161-580-068 $3.74 161-580-069 $3.74 161-580-070 $3.74 161-580-071 $3.74 161-580-072 $3.74 161-580-073 $3.74 161-580-074 $3.74 161-580-075 $3.74 161-580-076 $3.74 161-580-077 $3.74 Assessor's Parcel Number Assessment Amount 161-580-078 $3.74 161-580-079 $3.74 161-580-080 $3.74 161-580-081 $3.74 161-580-082 $3.74 161-580-083 $3.74 161-580-084 $3.74 161-580-085 $3.74 161-580-086 $3.74 161-580-087 $3.74 161-580-088 $3.74 161-580-089 $3.74 161-580-090 $3.74 161-580-091 $3.74 161-580-092 $3.74 161-580-093 $3.74 161-580-094 $3.74 161-580-095 $3.74 161-580-096 $3.74 161-580-097 $3.74 161-580-098 $3.74 161-580-099 $3.74 161-580-100 $3.74 161-580-101 $3.74 161-580-102 $3.74 161-580-103 $3.74 161-580-104 $3.74 161-580-105 $3.74 161-580-106 $3.74 161-580-107 $3.74 161-580-108 $3.74 161-580-109 $3.74 161-580-110 $3.74 161-580-111 $3.74 161-580-112 $3.74 161-580-113 $3.74 161-580-114 $3.74 161-580-115 $3.74 161-580-116 $3.74 161-580-117 $3.74 161-580-118 $3.74 161-580-119 $3.74 161-580-120 $3.74 161-580-121 $3.74 161-580-122 $3.74 161-580-123 $3.74 161-580-124 $3.74 161-580-125 $3.74 161-580-126 $3.74 161-580-127 $3.74 161-580-128 $3.74 219Total Parcels: $821.58 Total Assessment: 106 04/09/19N:\$PROJ\CONTRA\LL2\FY19-20\FOXPRO\proll_ll2.frx - ll21920p.dbf RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar rental agreement with One Niner Right for a shade hangar at Buchanan Field Airport effective April 11, 2019 in the monthly amount of $140.00, Pacheco area (District IV). FISCAL IMPACT: The Airport Enterprise Fund will realize $1,680.00 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: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 14 To:Board of Supervisors From:Keith Freitas, Airports Director Date:May 7, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a hangar rental agreement with a 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): APPROVE and AUTHORIZE the Director of Airports to terminate the Tiedown Permit for space K-7 with Harold Millan. AUTHORIZE County Counsel to pursue legal action to recover possession of the space from Millan, if necessary. FISCAL IMPACT: There is no negative impact on the General Fund. The Airport Enterprise Fund will cover the cost of any legal action. BACKGROUND: On September 28, 2008, the County entered in to a Tiedown Permit with Harold Millan (Tenant) for storage of his aircraft in tiedown space K-7, which is located on the East Ramp of Buchanan Field Airport. Because of his failure to pay rent in full, Tenant is currently in default under the Agreement. Tenant has been sent 26 certified letters of delinquency with additional email notifications since the commencement of the tiedown permit on September 23, 2008. Airport staff willingly worked with APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 15 To:Board of Supervisors From:Keith Freitas, Airports Director Date:May 7, 2019 Contra Costa County Subject:APPROVE AND AUTHORIZE TERMINATION OF TIEDOWN PERMIT WITH HAROLD MILLAN, PACHECO AREA BACKGROUND: (CONT'D) the tenant over the past four (4) years and were able to resolve two (2) years of past-due rents, however, Tenant is once again not paying his rent in a timely manner. Tenant is currently two (2) months behind on his rent. Airport staff is requesting authority to terminate the Agreement and to pursue legal action against Tenant through County Counsel. The tiedown permit gives the County authority to terminate for cause at any time by providing a 3 days’ prior written notice. The tiedown permit further gives authority to the County to move the aircraft to a transient tiedown and assess a towing charge if the tenant fails to remove the aircraft from the assigned space on or before the cancellation or termination of the permit. Such actions are consistent with adopted Airport policies. CONSEQUENCE OF NEGATIVE ACTION: Failure to terminate the Agreement and pursue legal action against Tenant would result in the Airport being unable to enforce adopted Airport policies and procedures. RECOMMENDATION(S): APPROVE and AUTHORIZE the Chief Engineer, Contra Costa County Flood Control and Water Conservation District (FC District), or designee, to execute an on-call contract with Jennifer Krebs (dba Jennifer Krebs Environmental Planning), a Sole Proprietorship (Consultant), in an amount not to exceed $300,000 to provide on-call program support and coordination services, for the period May 7, 2019 through May 7, 2022, Countywide. FISCAL IMPACT: All costs associated with this contract will not exceed $300,000 and will be funded 100% by FC District Funds. BACKGROUND: The FC District foresees the immediate and long-term need for program support and coordination services. The Consultant would provide assistance in developing and maintaining communication and coordination with cities about issues regarding flooding or the maintenance of flood structures in conjunction with the FC District. The FC District also sees the need for assistance in the administration of Bay Area Flood Protection Agencies Association (BAFPAA) in order to run meetings and provide recommendations and review of grant solicitations and grant proposals in conjunction with assistance in regulatory policies. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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 Boucher, (925) 313-2274 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Steve Kowalewski, Interim Deputy Chief Engineer, Tim Jensen, Flood Control, Mark Boucher, Flood Control, Beth Balita, Finance, Patrick Melgar, Flood Control, Catherine Windham, Flood Control C. 16 To:Contra Costa County Flood Control District Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:On-Call Contract with Jennifer Krebs (dba Jennifer Krebs Environmental Planning), a Sole Proprietorship, Countywide. Project No.: Various BACKGROUND: (CONT'D) Consultant would provide support at various meetings, including assisting in agenda preparation and minutes of meetings, and managing meeting attendees contact e-mail list(s) for disseminating agendas and meeting notes/minutes. Consultant would provide graphic design and web design services to further facilitate the administration of BAFPAA for the FC District. This on-call contract will allow the FC District to quickly assign tasks to the Consultant for various FC District programs and projects and is intended to draw on outside specialized expertise. The contract limits the Consultant’s liability for damages arising out of its errors or omissions in providing professional services under the contract to $2,000,000, the amount stated in the Consultant’s professional liability insurance policy provided. This is for professional liability and does not limit the Consultant’s responsibility with regard to general liability claims. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of the Board of Supervisors, the FC District will be unable to obtain on-call services for program support and coordination and BAFPAA Administration services. RECOMMENDATION(S): As the governing body of the Contra Costa County Flood Control and Water Conservation District (District): APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute on behalf of the District, a Right of Entry from the Contra Costa County Sanitary District (CCSD) to the District, and a Temporary Work Area Easement (TWAE) in connection to the Grayson Creek Levee Repair Project in the Martinez area. (Project No. 7520-6B8315) FISCAL IMPACT: 83% Federal Emergency Readiness and Responses Funds and 17% Flood Control Zone 3B Funds APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jessica Dillingham, 925. 957-2453 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 17 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE a Right of Entry and Temporary Work Area Easement in connection to the Grayson Creek Levee Repair Project, Martinez area. BACKGROUND: The District in conjunction with the US Army Corp of Engineers will be doing and funding an emergency repair project that will include the reconstruction and raising of the existing levee and bank repairs along Grayson Creek in the Martinez area. The proposed alternative generally includes installation of a 4’ thick rock blanket to stabilize the table toe. All construction near this site must be staged in order to allow for the gradual consolidation/settlement of the Bay Mud which underlays the site. See exhibit “A” attached to the TWAE for repair site and area included. CONSEQUENCE OF NEGATIVE ACTION: The US Army Corp of Engineers and the District will not have sufficient land rights to access the construction site and to complete the project. ATTACHMENTS Right of Entry & Exhibits TWAE TEMPORARY WORK AREA EASEMENT A temporary easement and right-of-way in, on, over and across (the land described in Schedule A) (Tracts Nos. ________, _______ and ______), for a period not to exceed ____________________, beginning with date possession of the land is granted to the United States, for use by the United States, its representatives, agents, and contractors as (borrow area) (work area), including the right to (borrow and/or deposit fill, spoil and waste material thereon) move, store and remove equipment and supplies, and erect and remove temporary structures on the land and to perform any other work necessary and incident to the construction of the _____________________Project, together with the right to trim, cut, fell and remove therefrom all trees, underbrush, obstructions, and any other vegetation, structures, or obstacles within the limits of the right-of-way; reserving, however, to the landowners, their heirs and assigns, all such rights and privileges as may be used without interfering with or abridging the rights and easement hereby acquired; subject, however, to existing easements for public roads and highways, public utilities, railroads and pipelines. BY: ___________________________________________ Signature ___________________________________________ Printed Name ___________________________________________ Title RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or designee, to execute Amendment 1 to the Consulting Services Agreement between the County and Kimley-Horn and Associates, Inc. (Kimley-Horn), effective January 28, 2019, to (i) increase the scope of work to be performed by Kimley-Horn, (ii) increase the payment limit by $344,820.00 to a new payment limit of ----$654,220.00, (iii) extend the term of the contract by two years, to June 30, 2021, and (iv) to permit Kimley-Horn to utilize additional subconsultants. FISCAL IMPACT: There is no negative impact on the General Fund. Costs incurred under the contract are paid by the Airport Enterprise Fund. BACKGROUND: On July 18, 2017, the Board of Supervisors approved a two-year consulting services agreement with Kimley-Horn and Associates, Inc. (Kimley-Horn), under which Kimley-Horn is providing engineering and planning services for the Buchanan Field Airport Layout Plan (“ALP”) update project. The scope of the project is to identify future facility needs at the airport, land use designations at the airport, the airport’s development direction, and the creation of an updated Airport Layout Plan drawing set for the airport. The work performed by Kimley-Horn under the contract to date has revealed that additional engineering APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 18 To:Board of Supervisors From:Keith Freitas, Airports Director Date:May 7, 2019 Contra Costa County Subject:Amendment to Consulting Services Agreement with Kimley-Horn and Associates, Inc. and planning services are needed to satisfactorily complete the project. Specifically, Amendment No. 1 will add the following additional tasks to the scope of work to be performed under the contract: 1. BACKGROUND: (CONT'D) Kimley-Horn will prepare the Federal Aviation Administration land release documentation package to allow for the release of seventeen acres of County-owned land at the airport for non-aeronuatical use that is currently designated for aeronautical use. Kimley-Horn will provide the County with a pen and ink ALP update to depict the building envelope for the upcoming three-acre business park project as required by Federal Aviation Administration policies. Kimley-Horn will perform a runway safety analysis of Runway 1L-19R at the airport in order to determine the appropriate future runway designation and provide an action plan to meet the new associated runway safety standards and requirements. CONSEQUENCE OF NEGATIVE ACTION: If the Airports Division does not amend the Buchanan Field ALP update project agreement, it will be unable to complete necessary elements of the project, which could result in a loss of business and associated revenue for the Airport Enterprise Fund. RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or designee, to execute Amendment 2 to the Consulting Services Agreement with C & S Engineers, Inc. to add four additional Subconsultants. FISCAL IMPACT: There is no negative impact on the General Fund. There is no change to the contract amount with all contract costs being paid by the Airport Enterprise Fund. BACKGROUND: C & S Engineers, Inc. (Contractor) would like to have Shah Kawasaki Architects (SKA), Chang Consultants, R.E.Y. Engineers, Inc. and HELIX Environmental Planning added to their Consulting Services Agreement as their subconsultants. The Contractor will need the additional subconsultants to complete the following Airport required tasks: 1. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 19 To:Board of Supervisors From:Keith Freitas, Airports Director Date:May 7, 2019 Contra Costa County Subject:APPROVE AND AUTHORIZE AMENDMENT 2 TO CONSULTING SERVICES AGREEMENT WITH C & S ENGINEERS, INC. BACKGROUND: (CONT'D) Buchanan Field Drainage & Flood Control Study Update Review and sign-off of the Site Plan by an Architect so that the permits can be issued, and the Byron ARFF garage can be installed. CONSEQUENCE OF NEGATIVE ACTION: If not approved, Contractor will not be able to use Shah Kawasaki Architects (SKA), Chang Consultants, R.E.Y. Engineers, Inc. and HELIX Environmental Planning to perform the additional work required to complete the Drainage and Flood Control Study Update and the permits for the Byron ARFF Garage will not be issued further stalling the installation of the metal structure. ATTACHMENTS Amendment 2 - C&S Engineers RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or designee, to execute an Exclusive Negotiating Agreement with Montecito Development Company, LLC, a California limited liability company, for the negotiation of a long-term lease of approximately 17-acres of land on the west side of the Buchanan Field Airport. FISCAL IMPACT: There is no negative impact on the General Fund. The Airport Enterprise Fund could realize lease and other revenues. The County General Fund could realize sales tax and other revenues if a lease is successfully negotiated. BACKGROUND: On November 13, 2018, the Board authorized the Director of Airports, or designee, to negotiate a long-term ground lease and development terms for this vacant 17-acre site. The property is located on the west side of Buchanan Field Airport generally between Marsh Drive and APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 20 To:Board of Supervisors From:Keith Freitas, Airports Director Date:May 7, 2019 Contra Costa County Subject:Exclusive Negotiating Agreement – Montecito Development Company, LLC for Land at the Buchanan Field Airport, Concord Area (District IV) BACKGROUND: (CONT'D) Sally Ride Drive. The proposal from Montecito Development Company, LLC (Montecito) was the only offer the County received following a solicitation for competitive interest in the site. Montecito desires to lease the site and develop it for non-aviation commercial purposes. Because the parcel is currently designated for aviation use on the existing Buchanan Field Airport Master Plan, the Airports Division is in the process of applying to the Federal Aviation Administration (FAA) to permit non-aviation use at this location. This process will involve undertaking the Federal NEPA environmental review process and completing the land release package to allow for non-aeronautical use of the property. By entering into an exclusive negotiation agreement with Montecito, Montecito can actively market the property to identify a tenant or tenants. Further, it will enable the County and Montecito to feel confident in proceeding with all of the review processes, including Federal NEPA environmental review, necessary to complete the FAA process for the release of the land for non-aviation uses. It will also enable the parties to proceed with the land use entitlement process. Finally, it will enable the parties to proceed with the CEQA process, as mandated by State law. Development of this 17-acre vacant parcel would expand economic development activity at the Buchanan Field Airport and lead to increased revenues to the Airport Enterprise Fund and added local jobs. CONSEQUENCE OF NEGATIVE ACTION: A delay in entering into an exclusive negotiating agreement will result in a delay of developing vacant land at Buchanan Field Airport and may negatively impact the Airport Enterprise Fund and County General Fund. ATTACHMENTS Montecito - Exclusive Negotiating Agreement 1 EXCLUSIVE NEGOTIATING RIGHTS AGREEMENT 17-ACRE PARCEL AT BUCHANAN FIELD AIRPORT This Exclusive Negotiating Rights Agreement (“Agreement”) is dated May __, 2019, (the “Effective Date”) and is between CONTRA COSTA COUNTY, a political subdivision of the State of California (the “County”) and MONTECITO DEVELOPMENT COMPANY, LLC, a California limited liability company (“Developer”). RECITALS A. The County is the owner of approximately 17 acres of real property located on the west side of Buchanan Field Airport, in Concord, California, generally between Marsh Drive and Sally Ride Drive, as shown in Exhibit A (the “Property”). B. The County has planned for the development of the Property, as reflected in the County’s adopted Buchanan Field Airport Master Plan (2008), and has actively solicited interest in the development of the Property. In 2018, Developer notified the County in writing of its interest in developing the Property. The County gave public notice of the availability of the Property and no further expressions of interest were received in the time period prescribed for responses. The County Board of Supervisors then designated, through a board order December 4, 2018, Developer as the preferred party to enter into negotiations with the County for development of the Property. C. The County and Developer desire to enter into a long-term lease of the Property following a due diligence period, the negotiation of a mutually acceptable lease, and subject to the Federal Aviation Administration (the “FAA”) agreeing to release the Property from aeronautical use. The parties therefore agree as follows: AGREEMENT 1. Exclusive Right to Negotiate. The County hereby grants Developer the exclusive right to negotiate with the County for a long-term ground lease to develop the Property. During the term of this Agreement, the County will not negotiate with any entity other than Developer regarding the development of the Property or solicit or entertain bids or proposals to develop the Property. 2. Term. Unless terminated in accordance with this Agreement, the term of this Agreement is comprised of (i) an initial period of 24 months, beginning on the Effective Date, and (ii) if agreed to by the parties in writing, four six-month renewal periods. The County’s Director of Airports (the “Director”) will make the determination for the County with respect to whether the term will be extended through any renewal period. The Director’s decision will be based on his reasonable judgment as to whether sufficient progress has been made toward a 2 mutually acceptable lease to merit further negotiations. Nothing in this Agreement obligates either party to agree to an extension. 3. Deposit. Developer shall pay the County a nonrefundable deposit in the amount of $25,000 no later than June 15, 2019, as consideration for this Agreement. 4. Due Diligence; Timing; Default. During the term of this Agreement, Developer shall actively take steps to pursue the development of the Property, including the preparation of technical studies; environmental review; development application and entitlement processing, including site plan, landscape plan and elevations for the proposed use; and the finalization of a mutually-acceptable lease. The timetable set forth in Exhibit B reflects the parties’ best estimate of when certain activities will be undertaken or completed. Developer will keep the County informed of the progress being made and of any delays. If the County’s Director of Airports determines, in his sole and reasonable judgment, that the activities described in Exhibit B are not being vigorously pursued, or that insufficient progress is being made, the Director of Airports will notify Developer, in writing, of this determination. If the issue identified in the notification provided by the Director of Airports is not resolved to the satisfaction of the Director of Airports within 30 days after the issuance of the notification, Developer will be in default of this Agreement. In the event of Developer’s default, the County may terminate this Agreement. 5. Lease Terms. Among the issues to be negotiated in the lease are the permitted use of the Property, the permitted improvements to be constructed on the Property, the lease term, the amount of the security deposit, the construction period rent, the operating term rent, the percentage rent, periodic rent increases; maintenance of improvements, and end of term obligations. 6. Costs and Fees. a. Developer shall pay all applicable development application fees. b. At the sole and reasonable discretion of the County’s Director of Airports, Developer shall reimburse the County for staff time devoted to Developer’s development of the Property, at the hourly rate established by the County for such staff person’s time. 7. Consultants; Environmental Review; Technical Reports. a. If during the term of this Agreement, the County requires the assistance of outside consultants in connection with Developer’s development of the Property, Developer shall reimburse the County for the cost of such consultants. Prior to engaging a consultant, the County will provide Developer with an estimate of the cost of the consultant and obtain Developer’s approval of the estimated cost. b. The County, at Developer’s expense, shall prepare or cause to be prepared the appropriate environmental documentation required by the California Environmental Quality Act (“CEQA”) for consideration of approval of the proposed development, 3 provided that nothing in this Agreement may be construed to compel the County to approve or make any particular findings with respect to such CEQA documentation. Developer shall provide any information about the proposed development that the County requires to enable it to prepare, or cause to be prepared, CEQA-required documents and shall generally cooperate with the County to complete CEQA-related tasks. c. Developer, at its sole expense, may engage its own consultants to prepare any technical reports or studies required for the development of the Property. The County reserves the right to approve or disapprove in advance, any professional consultant, the consultant’s scope of work and the draft technical reports prepared by Developer or Developer’s consultant. County approvals will not be unreasonably withheld. 8. Limitation on Effect of Agreement. This Agreement does not obligate either the County or Developer to enter into a lease. Execution of this Agreement by the County is merely an agreement to allow a period of exclusive negotiations in accordance with the terms hereof, reserving for subsequent action by the County Board of Supervisors (the “Board”), the final discretion and approval regarding the execution of a lease and all proceedings and decisions in connection therewith. Any lease resulting from negotiations pursuant to this Agreement will be effective only if it is considered and approved by the Board in accordance with all legally required procedures, and if it is executed by duly authorized representatives of the County and the Developer. Until and unless a lease is approved by the Board and executed by the County and the Developer, no agreement drafts, actions, deliverables or communications arising from the performance of this Agreement will impose any legally binding obligation on either party to enter into or support entering into a lease or be used as evidence of any oral or implied agreement by either party to enter into any other legally binding document. 9. Right of Entry. If the Developer or its consultants enter upon the Property, the Developer shall: a. Give the County seventy-two (72) hours’ notice of intent to enter the Property and the purpose of the entry. b. Repair and restore any damage it may cause. c. Deliver to the County, within ten (10) days of receipt thereof, a complete copy of any investigation, test, report or study that the Developer conducts, or causes to be conducted, with respect to the Property. d. Indemnify, defend and hold the County and its directors, officers, employees and agents harmless from any and all claims, liabilities, damages, losses, expenses, costs and fees (including attorneys' fees and costs) that may proximately arise out of the Developer's entry upon the Property or the investigation(s) and test(s) the Developer may conduct. 4 e. Prior to entry, cause the County to be named as an additional insured on a Commercial General Liability insurance policy with limits of not less than Two Million Dollars ($2,000,000) each occurrence combined single limit for Bodily Injury and Property Damage, including coverage from Contractual Liability, Personal Injury, Broadform Property Damage, Products and Completed Operations. The required insurance is to be provided under an occurrence form by an insurer authorized and licensed to provide such insurance in the State of California, and the Developer shall maintain such overage for not less than two (2) years after the expiration of the term of this Agreement. 10. No Encumbrances. It is expressly understood and agreed by the parties that no liens or other encumbrance may be filed against the Property by reason of this Agreement or any dispute or act arising from this Agreement. 11. Confidentiality. a. Both parties agree to treat all confidential information disclosed by the other party, either directly or indirectly, in writing, orally, electronically or by inspection of tangible objects (including without limitation documents, business plans, financial projections, intellectual property), as confidential, and take all steps necessary to preserve such confidentiality, subject to any legal requirements of disclosure. Confidential information does not include (i) information that was publicly available at the time of the disclosure, other than as a result of disclosure in breach of this Agreement, (ii) information that becomes publicly available through no fault of the recipient after the time of the delivery, and (iii) information that was rightfully in the possession of the recipient (without confidential or proprietary restriction) at the time of delivery or that becomes available to the recipient from a source not subject to any restriction against disclosing such information to the recipient. b. If a recipient is required by applicable law or by a court or regulatory agency to disclose confidential information, the recipient will, to the extent possible, give the disclosing party prompt notice of such request so that the disclosing party may seek an appropriate protective order. c. Developer acknowledges that the County may share information provided by Developer of a financial and potential proprietary nature with third party consultants who have been contractually engaged to advise the County concerning matters related to this Agreement and to members of the County’s Board of Supervisor as part of the negotiation and decision making process. 12. Notices. Any notices required or permitted under this Agreement (other than day to day routine communications) must be in writing and sent by overnight or personal delivery with delivery receipt. Such notices are to be sent to the address listed below: County: Director of Airports Contra Costa County 5 550 Sally Ride Drive Concord, CA 94520 Developer: Montecito Development Company, LLC 3494 Camino Tassajara #229 Danville, CA 94506 Attn: Karl Higgins, President At any time, either party may designate in writing a substitute address for an address set forth above and thereafter notices are to be directed to such substituted address. Notices will be deemed received as follows: on the date shown on the delivery receipt as the date of delivery, the date delivery was refused, or the date the item was returned as undeliverable. If the date on the delivery receipt is not a business day, notice will be deemed received on the following business day. 13. Default and Remedies. Failure by either party to negotiate in good faith or to fulfill its obligations under this Agreement is an event of default hereunder. At the non-defaulting party’s election, the non-defaulting party may give written notice of a default to the defaulting party, specifying the nature of the default and the action required to cure the default. Subject to Section 4 above, if the default remains uncured fifteen days after receipt of the notice by the defaulting party, the non-defaulting party may terminate this Agreement. a. Following a default and termination, neither party will have any further right, remedy or obligation under this Agreement, except that the obligations under Section 10 (no encumbrances), and Section 9(d) (indemnity), all survive the termination of this Agreement. b. Except as expressly provided above, if there is a default under this Agreement, (i) neither party will be liable to the other party for damages or otherwise, and (ii) neither party will have any other claims with respect to performance under this Agreement. Each party specifically waives and releases any such rights or claims it may otherwise have at law or in equity. 14. Governing Law. The laws of the State of California govern all matters arising out of this Agreement. 15. Entire Agreement; Counterparts. This Agreement constitutes the entire agreement between the parties regarding the subject matter of this Agreement. This Agreement may be executed in counterparts. 16. Assignment. The Developer may not transfer or assign any or all of its rights or obligations under this Agreement. [Remainder of Page Intentionally Left Blank] 6 17. No Third Party Beneficiaries. This Agreement is made and entered into solely for the benefit of the County and the Developer and no other person has any right of action under or by reason of this Agreement. The parties are signing this Agreement as of the date set forth in the introductory paragraph. COUNTY Contra Costa County, a political subdivision of the State of California By: _____________________________ Keith Freitas, Director of Airports DEVELOPER Montecito Development Company, LLC By: _____________________________ Karl Higgins, President APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: ______________________________ Kathleen M. Andrus Deputy County Counsel RECOMMENDATION(S): DENY claims filed by Henry J. Gannett, Gregory Johnson, Delores Leon, Loudette K. Rubio, Robin Stumps, and te'Ari Watts. DENY late claim filed by Michael Kitterman. FISCAL IMPACT: No fiscal impact. BACKGROUND: Henry J. Gannett: Personal injury claim for unlawful detention and excessive force in the amount of $100,000. Gregory Johnson: Property claim for lost personal property while in custody in the amount of $350. Delores Leon: Property claim for damage to vehicle arising out of motor vehicle accident in the amount of $427.21 Loudette K. Rubio: Personal injury claim for medical negligence in an amount to be determined. Robin Stumps: Personal injury claim arising out of a trip and fall in an amount to exceed $25,000. Te’Ari Watts: Property claim for damage to personal property while in custody in the amount of $30. Michael Kitterman: Request that Board of Supervisors accept a late claim alleging dental malpractice. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 21 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:Claims RECOMMENDATION(S): RECEIVE this report concerning the final settlement of Karen Soliz and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $70,000, less permanent disability advances and less the amount for funding the set-aside allocation. FISCAL IMPACT: Workers' Compensation Internal Service Fund payment of $70,000, less permanent disability advances and set-aside allocation funding. BACKGROUND: Attorney Aimee Hartono, defense counsel for the County, has advised the County Administrator that within authorization an agreement has been reached settling the workers' compensation claim of Karen Soliz v. County of Contra Costa. The Board's April 9, 2019 closed session vote was: Supervisors Gioia, Andersen, Burgis, Mitchoff and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier April 9, 2019 closed session vote of this Board authorizing its negotiated settlement are known publicly. CONSEQUENCE OF NEGATIVE ACTION: Case will not be settled. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Denise Rojas (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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 22 To:Board of Supervisors From:Denise Rojas, Interim Risk Manager Date:May 7, 2019 Contra Costa County Subject:Final Settlement of Claim, Karen Soliz vs. County of Contra Costa RECOMMENDATION(S): RECEIVE this report concerning the final settlement of Michelle Wojack vs. Contra Costa County and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $120,000, less permanent disability advances. FISCAL IMPACT: Workers' Compensation Internal Service Fund payment of $120,000, less permanent disability advances. BACKGROUND: Attorney Mark A. Cartier, defense counsel for the County, has advised the County Administrator that within authorization an agreement has been reached settling the workers' compensation claim of Michelle Wojack v. Contra Costa County. The Board's April 9, 2019 closed session vote was: Supervisors Gioia, Andersen, Burgis, Mithoff and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier April 9, 2019 closed session vote of this Board authorizing its negotiated settlement are know publicly. CONSEQUENCE OF NEGATIVE ACTION: Case will not be settled. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Denise Rojas (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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 23 To:Board of Supervisors From:Denise Rojas, Interim Risk Manager Date:May 7, 2019 Contra Costa County Subject:Final Settlement of Claim, Michelle Wojack vs. Contra Costa County RECOMMENDATION(S): ACCEPT the Fiscal Year 2018/19 Community Facilities District Administration Report on County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) as required by Sections 50075.3 and 53411 of the California Government Code. FISCAL IMPACT: None. The report relates to Special Taxes approved by voters and bonds issued and secured by said Special Taxes. BACKGROUND: On June 5, 2001 the Contra Costa County Board of Supervisors (Board) authorized the establishment of Community Facilities District No. 2001-1 (Norris Canyon). The creation of the Community Facilities District (CFD) authorized the levy of a Mello-Roos Special Tax on the Norris Canyon Estates subdivision in the San Ramon area. The action of the Board also authorized the issuance of bonded indebtedness secured by the approved Special Tax in the amount of $7,220,000. The (CFD) bonds were issued on June 14, 2001. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 24 To:Board of Supervisors From:Robert Campbell, Auditor-Controller Date:May 7, 2019 Contra Costa County Subject:County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) BACKGROUND: (CONT'D) On December 11, 2012, the Board authorized the refinancing of the 2001 Special Tax Bonds in order to lower the annual debt service on the bonds. The 2013 Special Tax Refunding Bonds were issued on January 24, 2013. The California Government Code Sections 50075.3 and 53411 require that specified information be provided to the Board of Supervisors on an annual basis. The report requirements include information on Mello-Roos CFD Special Taxes collected and CFD Bond issued. The attached CFD Administration Report fulfills the requirement of the Government Code. The reporting requirements are summarized below: Section 50075.3 Item (a): Identify amount of special taxes that have been collected and expended. Response to Item (a): The fiscal year 2017-18 special tax levy was $419,093. Since the CFD is on the County Teeter Plan, the full amount of the tax levy was remitted to the CFD. The total levy was used to pay debt services in March and September 2018 on the CFD bonds as well as administrative costs for the CFD. Item (b): Identify the status of any project required or authorized to be funded by the special taxes. Response to Item (b): All CFD No. 2001-1 improvements have been completed and accepted by the Public Works Department of the County. Section 53411 Item (a): Identify the amount of bonds that have been collected and expended. Response to Item (a): A total of $7,220,000 in special tax bonds was issued by the County on June 14, 2001. Upon issuance of the bonds, $6,000,000 from bond proceeds was deposited into the Improvement Fund and has been used to acquire the CFD No. 2001-1 improvements from the developer. An additional $170,000 was used to pay the costs of issuing the bonds. Approximately $417,000 was deposited in the Reserve Fund, and the remaining $487,000 was deposited in the Bond Fund to be used for capitalized interest. The Series 2001 Bonds were refunded and defeased on January 24, 2013 by the issuance of $5,605,000 in special tax refunding bonds. An Original Issue Premium of $20,460, together with available moneys from the Series 2001 Bonds in the amount of $767,049, left a total of $6,392,508 in bond proceeds to be expended. Upon issuance of the bonds, $5,947,529 from bond proceeds was deposited into the Refunding Fund, to be used to redeem all of the outstanding Series 2001 Bonds. An additional $207,063 was deposited into the Reserve Fund. The remaining $237,917 was used to pay the costs of issuing the Series 2013 Special Tax Refunding Bonds. Item (b): Identify the status of any project required or authorized to be funded from bond proceeds: Response to Item (b): All CFD No. 2001-1 improvements have been completed and accepted by the Public Works Department of the County. Not part of the Government Code required report, but provided as a matter of information is the following information on the incidence of delinquencies within the District. The total amount collected by the County for the fiscal year 2017-18 CFD special tax levy was $419,093. There were no delinquencies in FY 2017-18. ATTACHMENTS 2018 Admin Report 333(University(Ave,(Suite(160(•(Sacramento,(CA(95825 Phone:(d916l(561-0890(•(Fax:(d916l(561-0891 www.goodwinconsultinggroup.net COUNTY OF CONTRA COSTA COMMUNITY FACILITIES DISTRICT NO. 2001-1 (NORRIS CANYON) CFD TAX ADMINISTRATION REPORT FISCAL YEAR 2018-19 January 30, 2019 Community Facilities District No. 2001-1 CFD Tax Administration Report TABLE OF CONTENTS Section Page Executive Summary ............................................................................................................. i I. Introduction ..........................................................................................................................1 II. Purpose of Report ................................................................................................................2 III. Special Tax Requirement .....................................................................................................3 IV. Special Tax Levy .................................................................................................................4 V. Development Update ...........................................................................................................7 VI. Status of Public Improvements ............................................................................................8 VII. CFD Funds ...........................................................................................................................9 VIII. Prepayments .......................................................................................................................11 IX. Delinquencies .....................................................................................................................12 X. Foreclosure Covenant ........................................................................................................13 XI. Senate Bill 165 Reporting Requirements ...........................................................................14 XII. Assembly Bill 1666 Requirements ....................................................................................16 Appendix A – Summary of Fiscal Year 2018-19 Special Tax Levy Appendix B – Fiscal Year 2018-19 Special Tax Levy for Individual Assessor’s Parcels Appendix C – Rate and Method of Apportionment of Special Tax Appendix D – Boundary Map of Community Facilities District No. 2001-1 Appendix E – Assessor’s Parcel Maps for Fiscal Year 2018-19 County of Contra Costa i Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report EXECUTIVE SUMMARY The following summary provides a brief overview of the main points from this report regarding the County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) (‘‘CFD No. 2001-1’’ or the ‘‘CFD’’): Fiscal Year 2018-19 Special Tax Levy Number of Taxed Parcels Total Special Tax Levy 347 $425,741 For further detail regarding the special tax levy, or special tax rates, please refer to Section IV of this report. Development Status for Fiscal Year 2018-19 Land Use Category Parcels or Acres Residential Property 347 parcels * Other Property 0 parcels Undeveloped Property 1.5 acres * Does not include 13 parcels that have prepaid their special tax obligation. For more information regarding the status of development in CFD No. 2001-1, please see Section V of this report. Delinquency Summary Delinquent Amount for FY 2017-18 (as of July 2, 2018) Total Levy for FY 2017-18 Delinquency Rate $0 $419,093 0.00% For additional delinquency information, including historical delinquency rates, please see Section IX of this report. County of Contra Costa ii Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report Outstanding Bonds Summary 2013 Special Tax Refunding Bonds Issuance Date Original Principal Amount Retired Current Amount Outstanding January 2013 $5,605,000 $1,485,000* $4,120,000* * As of the date of this report. County of Contra Costa 1 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report I. INTRODUCTION Community Facilities District No. 2001-1 On June 5, 2001, the County of Contra Costa (the “County”) Board of Supervisors established CFD No. 2001-1. In a landowner election held on the same day, the sole owner of property within the CFD voted to authorize the levy of a Mello-Roos special tax on property within CFD No. 2001-1. The landowner also voted to incur bonded indebtedness, secured by special taxes levied on property within the CFD, in an amount not to exceed $7,220,000. On June 14, 2001, special tax bonds (the “Series 2001 Bonds”) in the principal amount of $7,220,000 were issued on behalf of CFD No. 2001-1. In January 2013, the outstanding Series 2001 Bonds were refunded and defeased with the issuance of $5,605,000 in bonds (the “Series 2013 Special Tax Refunding Bonds” or the “Bonds”). A special tax will be levied on property within the CFD in fiscal year 2018-19 in order to pay debt service obligations in calendar year 2019. The CFD boundary encompasses a 389-acre site that is proposed for the Norris Canyon Estates residential community. The CFD is located in an unincorporated area of the County just west of the City of San Ramon. At build out, the project was originally expected to include 361 single family detached homes. As of June 1, 2018, 360 building permits have been issued for new residential home construction within the CFD. The Mello-Roos Community Facilities Act of 1982 The reduction in property tax revenues that resulted from the passage of Proposition 13 in 1978 required public agencies and real estate developers to look for other means to generate funding for public infrastructure. The funding available from traditional assessment districts was limited by certain requirements of the assessment acts, and it became clear that a more flexible funding tool was needed. In response, the California State Legislature (the “Legislature”) approved the Mello-Roos Community Facilities Act of 1982 (the “Act”) which provides for the levy of a special tax within a defined geographic area (i.e., a community facilities district) if such levy is approved by two-thirds of the qualified electors in the area. The Act can generate funding for a broad range of facilities and special taxes can be allocated to property in any reasonable manner other than on an ad valorem basis. A community facilities district is authorized to issue tax-exempt bonds that are secured by land within the district. If a parcel does not pay the special tax levied on it, a public agency can foreclose on the parcel and use the proceeds of the foreclosure to ensure that bondholders receive interest and principal payments on the bonds. Because bonds issued by a community facilities district are land-secured, there is no risk to a public agency’s general fund or taxing capacity. In addition, because the bonds are tax-exempt, they typically carry an interest rate that is lower than conventional construction financing. County of Contra Costa 2 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report II. PURPOSE OF REPORT This CFD Tax Administration Report (the “Report”) presents findings from research and financial analysis performed by Goodwin Consulting Group, Inc. to determine the fiscal year 2018-19 special tax levy for CFD No. 2001-1. The Report is intended to provide information to interested parties regarding the current financial obligations of the CFD, special taxes levied in fiscal year 2018-19, and information on the public facilities authorized to be funded by the CFD. The Report also summarizes development activity as well as other pertinent information (e.g., prepayments, delinquencies, and foreclosures) on property within the CFD. In addition, the Report provides all of the information that must be filed with the County Board of Supervisors pursuant to the requirements of Senate Bill 165. The remainder of the Report is organized as follows:  Section III identifies the financial obligations of CFD No. 2001-1 for fiscal year 2018- 19.  Section IV provides a summary of the special tax categories and the methodology that is used to apportion the special tax among parcels in the CFD. The maximum special tax rates for fiscal year 2018-19 are also identified in this section.  Section V provides an update of the development activity occurring within CFD No. 2001-1, including new building permit activity.  Section VI provides information on the public improvements authorized to be funded by CFD No. 2001-1.  Section VII provides information regarding funds established for the Bonds, including current balances in such funds.  Section VIII identifies parcels, if any, that have prepaid their special tax obligation.  Section IX provides information regarding special tax delinquencies in CFD No. 2001-1.  Section X provides information on covenants regarding foreclosure on delinquent parcels.  Section XI provides a summary of the reporting requirements set forth in Senate Bill 165, the Local Agency Special Tax and Bond Accountability Act, and the information needed for the County to respond to these requirements.  Section XII provides information on requirements set forth in Assembly Bill 1666. County of Contra Costa 3 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report III. SPECIAL TAX REQUIREMENT Pursuant to the Rate and Method of Apportionment of Special Tax (the “RMA”) for CFD No. 2001-1, which was adopted as an exhibit to the Resolution of Formation of CFD No. 2001-1, the Special Tax Requirement means the total amount needed each fiscal year to (i) pay principal and interest on bonds, (ii) create or replenish reserve funds, (iii) cure any delinquencies in the payment of principal or interest on indebtedness of CFD No. 2001-1 which have occurred in the prior fiscal year or (based on delinquencies in the payment of special taxes which have already taken place) are expected to occur in the fiscal year in which the tax will be collected, and (iv) pay administrative expenses. For fiscal year 2018-19, the Special Tax Requirement is $425,741 and is calculated as follows: Community Facilities District No. 2001-1 Special Tax Requirement for Fiscal Year 2018-19 Debt Service $411,225 Interest Payment on Bonds Due March 1, 2019 $70,613 Interest Payment on Bonds Due Sept. 1, 2019 $70,613 Principal Payment on Bonds Due Sept. 1, 2019 $270,000 Administrative Expenses $14,514 Surplus Funds to Reduce Special Tax Requirement $0 Rounding Adjustment $3 Fiscal Year 2018-19 Special Tax Requirement $425,741 County of Contra Costa 4 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report IV. SPECIAL TAX LEVY Special Tax Categories Special taxes within CFD No. 2001-1 are levied pursuant to the methodology set forth in the RMA. The RMA establishes various special tax categories against which the special tax can be levied each fiscal year, including Residential Property, Other Property, and Undeveloped Property. (Capitalized terms are defined in the RMA in Appendix C of this Report.) Residential Property is defined as any parcel within the CFD for which a building permit for construction of a residential structure was issued prior to June 1 of the preceding fiscal year. Other Property means all taxable parcels in the CFD for which a building permit was issued prior to June 1 of the preceding fiscal year for a structure that is not used for residential purposes and is not owned by a homeowners’ association or public agency. Undeveloped Property is defined as all taxable parcels in the CFD for which a building permit has not been issued prior to June 1 of the preceding fiscal year. Maximum Special Tax Rates The maximum special tax rates applicable to each category of property in CFD No. 2001-1 are set forth in Section C of the RMA. The actual amount of the maximum special tax which will be levied on each land use category in fiscal year 2018-19, is determined by the method of apportionment included in Section E of the RMA. The following table identifies the maximum special taxes that can be levied on property in CFD No. 2001-1. Community Facilities District No. 2001-1 Maximum Special Tax Rates Tax Category Description Maximum Special Tax 1 Residential Property $2,100 per parcel 2 Other Property $2,100 per residential unit planned on the parcel before it became Other Property 3 Undeveloped Property $3,360 per acre County of Contra Costa 5 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report Changes to Norris Canyon Tentative Map The maximum special tax rates shown above assume that a particular number of residential units will be developed within Norris Canyon consistent with the tentative map approved by the County Board of Supervisors in August 1997. To the extent changes are proposed to the tentative map in future years that would reduce the number of residential units within the project, the County must either deny the revision to the tentative map or require a prepayment of special taxes by the developer proposing the tentative map change. Such prepayment would be in an amount sufficient to retire a portion of the bonds and maintain 110% debt service coverage with the reduced special tax revenues that will result after the tentative map revision. To date, development in Norris Canyon has been consistent with the approved tentative map. Apportionment of Special Taxes The amount of special tax levied on each parcel in the CFD each fiscal year will be determined by application of Section E of the RMA. Pursuant to this section, the Special Tax Requirement will be allocated as follows: The first step requires special taxes to be levied on each parcel of Residential Property and Other Property up to 100% of the applicable maximum special tax rate. If additional revenue is needed after the first step is completed, and after applying capitalized interest to the Special Tax Requirement, then a special tax will be levied on each parcel of Undeveloped Property up to 100% of the applicable maximum special tax. If additional revenues are still needed to pay annual obligations of the CFD after the maximum special tax is levied on Residential Property, Other Property, and Undeveloped Property, a special tax will be levied on Homeowners’ Association Property and parcels of Public Property that originally had planned units, as defined in the RMA. Application of the maximum special tax rate to the 347 Residential Property parcels for fiscal year 2018-19 will generate special tax revenues of $728,700. Since the Special Tax Requirement for fiscal year 2018-19 is only $425,741, Residential Property will be taxed at approximately 58.4% of the maximum, or $1,227 per parcel. The resulting special tax on Residential Property will fully fund the Special Tax Requirement for fiscal year 2018-19, assuming no delinquencies. No special tax will be levied on Undeveloped Property in fiscal year 2018-19. The actual special tax rates and the number of units and/or acres of taxable property on which those rates are levied for fiscal year 2018-19 are shown in the table on the following page. County of Contra Costa 6 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report Community Facilities District No. 2001-1 Fiscal Year 2018-19 Special Tax Levy Land Use Category Maximum Special Tax Rates Fiscal Year 2018-19 Actual Special Tax Rates Parcels/Acres Taxed Total Special Tax Levy Residential Property $2,100 per parcel $1,227 per parcel 347 parcels * $425,741 Undeveloped Property $3,360 per acre $0 per acre 0 acres $0 Total Special Tax Levy for Fiscal Year 2018-19 $425,741 * Total does not include 13 parcels that have had their special tax obligation prepaid and therefore are no longer subject to the annual tax. County of Contra Costa 7 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report V. DEVELOPMENT UPDATE From June 1, 2017, to May 31, 2018, no building permits were issued to construct single family homes within CFD No. 2001-1. In total, 360 building permits have been issued and no Other Property currently exists within CFD No. 2001-1. Based on the current status of development in CFD No. 2001-1, the following table summarizes the allocation of parcels to the special tax categories defined in the RMA: Community Facilities District No. 2001-1 Allocation to Special Tax Categories Fiscal Year 2018-19 Tax Category Description Number of Parcels 1 Residential Property 347* 2 Other Property 0 3 Undeveloped Property 1 * Total does not include 13 parcels that have had their special tax obligation prepaid and therefore are no longer subject to the annual tax. County of Contra Costa 8 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report VI. STATUS OF PUBLIC IMPROVEMENTS CFD No. 2001-1 was formed to finance the widening of Norris Canyon Road, starting at the intersection of Bollinger Canyon Road and continuing a distance of 7,700 feet. Improvements to Norris Canyon Road include: (1) grading, pavement, curbs and gutters, rock shoulder, traffic signing and striping, and street lights; (2) construction of sanitary sewer mains, structures, fittings, and appurtenances; (3) construction of water distribution facilities and appurtenances; (4) construction of joint utility distribution facilities for electrical, telephone, gas, cable and television, including trenching, conduit and cable installation, pull and splice boxes, fittings and appurtenances, and relocation of overhead facilities; (5) construction of landscaping and irrigation facilities, including soil preparation, landscape materials, irrigation pipes, fittings, and appurtenances; (6) required attendant public fees and design and construction engineering fees; and (7) acquisition of all necessary interests in real propert y. The developer entered into an Acquisition Agreement with the County that contains provisions that set forth the process by which completed improvements will be acquired with bond proceeds that are on deposit in the Improvement Fund for the CFD. The Acquisition Agreement obligates the developer to pay any costs of the improvements that are not covered by funds available in the Improvement Fund. All Norris Canyon Road improvements have been completed and accepted by the Public Works division of the County. Per the Acquisition Agreement with the County, the balance in the CFD Improvement Fund was used to acquire the completed improvements from the developer. County of Contra Costa 9 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report VII. CFD FUNDS Six funds were established pursuant to the Fiscal Agent Agreement between the County and the Bank of New York Mellon Trust Company (the “Fiscal Agent”). Following is a brief description of the purpose of each fund. The Improvement Fund was created exclusively to pay the cost of improvements until all authorized facilities have been paid. The Improvement Fund, due to completion of all improvements, has been closed. The Reserve Fund was established as a reserve for the payment of principal and interest on the bonds in the event the balance in the Special Tax Fund is insufficient to make debt service payments. The Fiscal Agent will maintain the Reserve Fund. The Reserve Requirement is $205,613 as of June 30, 2018. The Bond Fund was created exclusively to pay principal and interest on CFD indebtedness. The Bond Fund will be held by the Fiscal Agent; twice each year, the fiscal agent will use proceeds in this account to pay interest and/or principal on the bonds. If, on any interest payment date, amounts in the Bond Fund are insufficient to pay debt service that is due on such date, the Fiscal Agent must withdraw from the Reserve Fund to cover the shortfall. The Special Tax Fund was established as a fund to be held by the County Auditor- Controller (the “Auditor”) into which special tax revenues collected by the County will be deposited. Not later than three business days prior to each interest payment date on the bonds, the Auditor will transfer money from the Special Tax Fund to the Fiscal Agent to pay interest and principal due on the bonds, as well as any amount needed to bring the Reserve Fund up to the required reserve amount. Any remaining balance in the Special Tax Fund will be transferred to the Administrative Expense Fund. The Administrative Expense Fund will be held by the Auditor and used to pay CFD administrative expenses. Each year, the Auditor will transfer any excess amount in the Administrative Expense Fund to the Special Tax Fund. The Costs of Issuance Fund will be held by the Fiscal Agent and will be disbursed to pay costs associated with formation of CFD No. 2001-1 and issuance of the Bonds. This fund has been closed. Money held in any of the aforementioned funds can be invested by the Fiscal Agent at th e direction of the County and in conformance with limitations set forth in the Fiscal Agent Agreement. Investment interest earnings, if any, will generally be applied to the fund for which the investment is made. County of Contra Costa 10 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report Fund Balances As of June 30, 2018, the various funds had the following balances: Community Facilities District No. 2001-1 Fund Balances as of June 30, 2018 Reserve Fund $210,756 Special Tax Fund $358,198 Administrative Expense Fund ($5,583)* * The County is transferring the budgeted amounts for administrative expenses for fiscal years 2017-18 and 2018-19 to the Administrative Expense Fund. County of Contra Costa 11 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report VIII. PREPAYMENTS The special tax lien for 13 properties in CFD No. 2001-1 have been fully prepaid and are no longer subject to the annual special tax levy. The 13 parcels that have fully prepaid their special tax obligation are as follows: 211-240-011-0 211-260-011-5 211-300-008-3 211-310-009-9 211-320-001-4 211-370-025-2 211-370-026-0 211-370-033-6 211-370-037-7 211-370-038-5 211-370-055-9 211-380-029-2 211-380-037-5 County of Contra Costa 12 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report IX. DELINQUENCIES As of July 2, 2018, the Contra Costa County Auditor’s Office reports the following delinquency amounts for CFD No. 2001-1: Community Facilities District No. 2001-1 Delinquencies as of July 2, 2018 Fiscal Year Parcels Delinquent Delinquent Amount CFD Tax Levied Percent Delinquent 2017-18 0 $0 $419,093 0.00% County of Contra Costa 13 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report X. FORECLOSURE COVENANT Covenants of the County The County may order the institution of a court action to foreclose the lien on a parcel within specified time limits if any payment of the special tax is delinquent. In such an action, the real property subject to the unpaid amount may be sold at a judicial foreclosure sale. Pursuant to the Bonds’ covenants, the County shall review its records in connection with the collection of the special tax on or about March 30 and June 30 of each year to compare the amount of special tax levied in the CFD to the amount of special tax collected, and proceed as follows: Individual Delinquencies. If the Auditor determines that any single parcel subject to the special tax in the CFD is delinquent in the payment of special taxes in the aggregate amount of (i) $7,500 or more if all the property within the CFD is on the Teeter Plan, or (ii) $3,000 or more if any of the property in the CFD is not on the Teeter Plan, then the Auditor shall send or cause to be sent a notice of delinquency (and a demand for immediate payment thereof) to the property owner within 60 days of such determination, and (if the delinquency remains uncured) foreclosure proceedings shall be commenced by the County within 120 days of such determination. Aggregate Delinquencies. If the Auditor determines that the total amount of delinquent special tax for the prior fiscal year for the entire CFD, (including the total of delinquencies under the preceding paragraph), exceeds 5% of the total special tax due and payable for the prior fiscal year, the County shall notify or cause to be notified property owners who are then delinquent in the payment of special taxes (and demand immediate payment of the delinquency) within 60 days of such determination, and shall commence foreclosure proceedings within 120 days of such determination against each parcel of land in the CFD with a special tax delinquency. Since the CFD’s special tax delinquency rate for fiscal year 2017-18 is below 5%, the County has not been required to initiate foreclosure proceedings on property in CFD No. 2001-1. County of Contra Costa 14 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report XI. SENATE BILL 165 REPORTING REQUIREMENTS On September 18, 2000, former Governor Gray Davis approved Senate Bill 165 which enacted the Local Agency Special Tax and Bond Accountability Act. In approving the bill, the Legislature pointed out that local agencies need to demonstrate to the voters that special taxes and bond proceeds are being spent on the facilities and services for which they were intended. To further this objective, the Legislature added Sections 50075.3 and 53411 to the California Government Code setting forth annual reporting requirements relative to special taxes collected and bonds issued by a local public agency. A response to each of the reporting requirements in SB 165 is provided below. Pursuant to Sections 50075.3 and 53411, the chief fiscal officer of the County will, by January 1, 2002, and at least once a year thereafter, file a report with the Board of Supervisors (which may be this CFD Tax Administration Report) setting forth the following information. Section 50075.3 Item (a): Identify amount of special taxes that have been collected and expended. The fiscal year 2017-18 special tax levy was $419,093. Since the CFD is on the County Teeter Plan, the full amount of the tax levy was remitted to the CFD. The total levy was used to pay debt service in March and September 2018 on the CFD bonds as well as administrative costs for the CFD. Item (b): Identify the status of any project required or authorized to be funded by the special taxes. All CFD No. 2001-1 improvements have been completed and accepted by the Public Works division of the County. Section 53411 Item (a): Identify the amount of bonds that have been collected and expended. A total of $7,220,000 in special tax bonds was issued by the County on June 14, 2001. Upon issuance of the bonds, $6,000,000 from bond proceeds was deposited into the Improvement Fund and has been used to acquire the CFD No. 2001-1 improvements from the developer. An additional $170,000 was used to pay the costs of issuing the bonds. Approximately $417,000 was deposited in the Reserve Fund, and the remaining $487,000 was deposited in the Bond Fund to be used for capitalized interest. County of Contra Costa 15 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report The Series 2001 Bonds were refunded and defeased on January 24, 2013 by the issuance of $5,605,000 in special tax refunding bonds. An Original Issue Premium of $20,460, together with available moneys from the Series 2001 Bonds in the amount of $767,049, left a total of $6,392,508 in bond proceeds to be expended. Upon issuance of the bonds, $5,947,529 from bond proceeds was deposited into the Refunding Fund, to be used to redeem all of the outstanding Series 2001 Bonds. An additional $207,063 was deposited into the Reserve Fund. The remaining $237,917 was used to pay the costs of issuing the Series 2013 Special Tax Refunding Bonds. Item (b): Identify the status of any project required or authorized to be funded from bond proceeds. All CFD No. 2001-1 improvements have been completed and accepted by the Public Works division of the County. County of Contra Costa 16 Fiscal Year 2018-19 CFD No. 2001-1 CFD Tax Administration Report XII. ASSEMBLY BILL 1666 REQUIREMENTS On July 25, 2016, Governor Jerry Brown signed Assembly Bill No. 1666, adding Section 53343.2 to the California Government Code (“GC”). The bill enhances the transparency of community facilities districts by requiring that certain reports be accessible on a local agency’s web site. Pursuant to Section 53343.2, a local agency that has a web site shall, within seven months after the last day of each fiscal year of the district, display prominently on its web site the following information: Item (a): A copy of an annual report, if requested, pursuant to GC Section 53343.1. The report required by Section 53343.1 includes CFD budgetary information for the prior fiscal year and is only prepared by a community facilities district at the request of a person who resides in or owns property in the community facilities district. If the annual report has not been requested to be prepared, then a posting to the web site would not be necessary. Item (b): A copy of the report provided to the California Debt and Investment Advisory Commission (“CDIAC”) pursuant to GC Section 53359.5. Under Section 53359.5, local agencies must provide CDIAC with the following: (i) notice of proposed sale of bonds; (ii) annual reports on the fiscal status of bonded districts; and (iii) notice of any failure to pay debt service on bonds, or of any draw on a reserve fund to pay debt service on bonds. Item (c): A copy of the report provided to the State Controller’s Office pursuant to GC Section 12463.2. This section refers to the parcel tax portion of a local agency’s Financial Transactions Report that is prepared for the State Controller’s Office annually. Note that school districts are not subject to the reporting required by GC Section 12463.2. APPENDIX A Summary of Fiscal Year 2018-19 Special Tax Levy Total Special Land Use Category Tax Levy Residential Property $2,100.00 per parcel $1,226.92 per parcel 347 parcels $425,741.24 Undeveloped Property $3,360.00 per acre $0.00 per acre 1.5 acres $0.00 Total Fiscal Year 2018-19 Special Tax Levy $425,741.24 Goodwin Consulting Group, Inc. Fiscal Year 2018-19 Maximum Special Tax Rates County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy Summary for Fiscal Year 2018-19 Parcels/Acres Taxed Fiscal Year 2018-19 Actual Special Tax Rates APPENDIX B Fiscal Year 2018-19 Special Tax Levy for Individual Assessor’s Parcels Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax 211-210-045-4 HOA HOA $0.00 211-210-063-7 HOA HOA $0.00 211-210-074-4 HOA HOA $0.00 211-210-081-9 HOA HOA $0.00 211-210-082-7 HOA HOA $0.00 211-210-084-3 HOA HOA $0.00 211-210-085-0 HOA HOA $0.00 211-240-001-1 Residential Developed $1,226.92 211-240-003-7 Residential Developed $1,226.92 211-240-004-5 Residential Developed $1,226.92 211-240-005-2 Residential Developed $1,226.92 211-240-006-0 Residential Developed $1,226.92 211-240-007-8 Residential Developed $1,226.92 211-240-008-6 Residential Developed $1,226.92 211-240-009-4 Residential Developed $1,226.92 211-240-010-2 Residential Developed $1,226.92 211-240-011-0 Prepaid Prepaid $0.00 /1 211-240-012-8 Residential Developed $1,226.92 211-240-013-6 Residential Developed $1,226.92 211-240-014-4 Residential Developed $1,226.92 211-240-015-1 Residential Developed $1,226.92 211-240-016-9 Residential Developed $1,226.92 211-240-017-7 HOA HOA $0.00 211-240-019-3 HOA HOA $0.00 211-250-001-8 Residential Developed $1,226.92 211-250-002-6 Residential Developed $1,226.92 211-250-003-4 Residential Developed $1,226.92 211-250-004-2 Residential Developed $1,226.92 211-250-005-9 Residential Developed $1,226.92 211-250-006-7 Residential Developed $1,226.92 211-250-007-5 Residential Developed $1,226.92 211-250-008-3 Residential Developed $1,226.92 211-250-009-1 Residential Developed $1,226.92 211-250-010-9 Residential Developed $1,226.92 211-250-011-7 Residential Developed $1,226.92 211-250-012-5 Residential Developed $1,226.92 211-250-013-3 Residential Developed $1,226.92 211-250-014-1 Residential Developed $1,226.92 211-250-015-8 Residential Developed $1,226.92 211-250-016-6 Residential Developed $1,226.92 211-250-017-4 Residential Developed $1,226.92 211-250-018-2 Residential Developed $1,226.92 County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 1 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-250-019-0 Residential Developed $1,226.92 211-250-020-8 HOA HOA $0.00 211-250-021-6 HOA HOA $0.00 211-250-023-2 HOA HOA $0.00 211-260-001-6 Residential Developed $1,226.92 211-260-002-4 Residential Developed $1,226.92 211-260-003-2 Residential Developed $1,226.92 211-260-004-0 Residential Developed $1,226.92 211-260-005-7 Residential Developed $1,226.92 211-260-006-5 Residential Developed $1,226.92 211-260-007-3 Residential Developed $1,226.92 211-260-008-1 Residential Developed $1,226.92 211-260-009-9 Residential Developed $1,226.92 211-260-010-7 Residential Developed $1,226.92 211-260-011-5 Prepaid Prepaid $0.00 /1 211-260-012-3 Residential Developed $1,226.92 211-260-013-1 Residential Developed $1,226.92 211-260-014-9 Residential Developed $1,226.92 211-260-015-6 Residential Developed $1,226.92 211-260-016-4 Residential Developed $1,226.92 211-260-017-2 Residential Developed $1,226.92 211-260-018-0 Residential Developed $1,226.92 211-260-025-5 HOA HOA $0.00 211-270-001-4 Residential Developed $1,226.92 211-270-002-2 Residential Developed $1,226.92 211-270-003-0 Residential Developed $1,226.92 211-270-004-8 Residential Developed $1,226.92 211-270-005-5 Residential Developed $1,226.92 211-270-006-3 Residential Developed $1,226.92 211-270-007-1 Residential Developed $1,226.92 211-270-008-9 Residential Developed $1,226.92 211-270-009-7 Residential Developed $1,226.92 211-270-010-5 Residential Developed $1,226.92 211-270-011-3 Residential Developed $1,226.92 211-270-012-1 HOA HOA $0.00 211-280-001-2 Residential Developed $1,226.92 211-280-002-0 Residential Developed $1,226.92 211-280-003-8 Residential Developed $1,226.92 211-280-004-6 Residential Developed $1,226.92 211-280-005-3 Residential Developed $1,226.92 211-280-006-1 Residential Developed $1,226.92 211-280-007-9 Residential Developed $1,226.92 2 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-280-008-7 Residential Developed $1,226.92 211-280-009-5 Residential Developed $1,226.92 211-280-010-3 Residential Developed $1,226.92 211-280-011-1 Residential Developed $1,226.92 211-280-012-9 Residential Developed $1,226.92 211-280-013-7 Residential Developed $1,226.92 211-280-014-5 Residential Developed $1,226.92 211-280-015-2 Residential Developed $1,226.92 211-280-016-0 Residential Developed $1,226.92 211-280-017-8 Residential Developed $1,226.92 211-280-018-6 Residential Developed $1,226.92 211-280-019-4 Residential Developed $1,226.92 211-280-020-2 Residential Developed $1,226.92 211-280-021-0 Residential Developed $1,226.92 211-280-022-8 Residential Developed $1,226.92 211-280-023-6 Residential Developed $1,226.92 211-280-024-4 Residential Developed $1,226.92 211-280-025-1 Residential Developed $1,226.92 211-280-026-9 Residential Developed $1,226.92 211-280-027-7 Residential Developed $1,226.92 211-280-028-5 Residential Developed $1,226.92 211-280-029-3 Residential Developed $1,226.92 211-280-030-1 Residential Developed $1,226.92 211-280-031-9 Residential Developed $1,226.92 211-280-032-7 Residential Developed $1,226.92 211-280-033-5 Residential Developed $1,226.92 211-280-034-3 Residential Developed $1,226.92 211-280-035-0 Residential Developed $1,226.92 211-280-036-8 Residential Developed $1,226.92 211-280-037-6 Residential Developed $1,226.92 211-280-038-4 Residential Developed $1,226.92 211-280-039-2 Residential Developed $1,226.92 211-290-001-0 Residential Developed $1,226.92 211-290-002-8 Residential Developed $1,226.92 211-290-003-6 Residential Developed $1,226.92 211-290-004-4 Residential Developed $1,226.92 211-290-005-1 Residential Developed $1,226.92 211-290-006-9 Residential Developed $1,226.92 211-290-007-7 Residential Developed $1,226.92 211-290-008-5 Residential Developed $1,226.92 211-290-009-3 Residential Developed $1,226.92 211-290-010-1 Residential Developed $1,226.92 3 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-290-011-9 Residential Developed $1,226.92 211-290-012-7 Residential Developed $1,226.92 211-290-013-5 Residential Developed $1,226.92 211-290-014-3 Residential Developed $1,226.92 211-290-015-0 Residential Developed $1,226.92 211-290-016-8 Residential Developed $1,226.92 211-290-017-6 Residential Developed $1,226.92 211-290-018-4 Residential Developed $1,226.92 211-290-019-2 Residential Developed $1,226.92 211-290-020-0 Residential Developed $1,226.92 211-300-001-8 Residential Developed $1,226.92 211-300-002-6 Residential Developed $1,226.92 211-300-003-4 Residential Developed $1,226.92 211-300-004-2 Residential Developed $1,226.92 211-300-005-9 Residential Developed $1,226.92 211-300-006-7 Residential Developed $1,226.92 211-300-007-5 Residential Developed $1,226.92 211-300-008-3 Prepaid Prepaid $0.00 /1 211-300-009-1 Residential Developed $1,226.92 211-300-010-9 Residential Developed $1,226.92 211-300-011-7 Residential Developed $1,226.92 211-300-012-5 Residential Developed $1,226.92 211-300-013-3 Residential Developed $1,226.92 211-300-014-1 Residential Developed $1,226.92 211-300-015-8 Residential Developed $1,226.92 211-300-016-6 Residential Developed $1,226.92 211-300-017-4 Residential Developed $1,226.92 211-300-018-2 Residential Developed $1,226.92 211-300-019-0 Residential Developed $1,226.92 211-300-020-8 Residential Developed $1,226.92 211-300-021-6 Residential Developed $1,226.92 211-300-022-4 Residential Developed $1,226.92 211-300-023-2 Residential Developed $1,226.92 211-300-024-0 Residential Developed $1,226.92 211-300-025-7 Residential Developed $1,226.92 211-300-026-5 Residential Developed $1,226.92 211-300-027-3 Residential Developed $1,226.92 211-310-001-6 Residential Developed $1,226.92 211-310-002-4 Residential Developed $1,226.92 211-310-006-5 Residential Developed $1,226.92 211-310-007-3 Residential Developed $1,226.92 211-310-008-1 Residential Developed $1,226.92 4 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-310-009-9 Prepaid Prepaid $0.00 /1 211-310-010-7 Residential Developed $1,226.92 211-310-011-5 Residential Developed $1,226.92 211-310-012-3 Residential Developed $1,226.92 211-310-013-1 Residential Developed $1,226.92 211-310-014-9 Residential Developed $1,226.92 211-310-015-6 Residential Developed $1,226.92 211-310-016-4 Residential Developed $1,226.92 211-310-017-2 Residential Developed $1,226.92 211-310-018-0 Residential Developed $1,226.92 211-310-019-8 Residential Developed $1,226.92 211-310-020-6 Residential Developed $1,226.92 211-310-021-4 Residential Developed $1,226.92 211-310-024-8 HOA HOA $0.00 211-310-026-3 Residential Developed $1,226.92 211-310-027-1 Residential Developed $1,226.92 211-310-028-9 Residential Developed $1,226.92 211-320-001-4 Prepaid Prepaid $0.00 /1 211-320-002-2 Residential Developed $1,226.92 211-320-003-0 Residential Developed $1,226.92 211-320-004-8 Residential Developed $1,226.92 211-320-005-5 Residential Developed $1,226.92 211-320-006-3 Residential Developed $1,226.92 211-320-007-1 Residential Developed $1,226.92 211-320-008-9 Residential Developed $1,226.92 211-320-009-7 Residential Developed $1,226.92 211-320-010-5 Residential Developed $1,226.92 211-320-011-3 Residential Developed $1,226.92 211-320-012-1 Residential Developed $1,226.92 211-320-013-9 Residential Developed $1,226.92 211-320-014-7 Residential Developed $1,226.92 211-320-015-4 Residential Developed $1,226.92 211-320-016-2 Residential Developed $1,226.92 211-320-017-0 Residential Developed $1,226.92 211-320-018-8 Residential Developed $1,226.92 211-320-019-6 HOA HOA $0.00 211-330-001-2 Residential Developed $1,226.92 211-330-002-0 Residential Developed $1,226.92 211-330-003-8 Residential Developed $1,226.92 211-330-004-6 Residential Developed $1,226.92 211-330-005-3 Residential Developed $1,226.92 211-330-006-1 Residential Developed $1,226.92 5 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-330-007-9 Residential Developed $1,226.92 211-330-008-7 Residential Developed $1,226.92 211-330-009-5 Residential Developed $1,226.92 211-330-012-9 HOA HOA $0.00 211-340-001-0 Residential Developed $1,226.92 211-340-002-8 Residential Developed $1,226.92 211-340-003-6 Residential Developed $1,226.92 211-340-004-4 Residential Developed $1,226.92 211-340-005-1 Residential Developed $1,226.92 211-340-006-9 Residential Developed $1,226.92 211-340-007-7 Residential Developed $1,226.92 211-340-011-9 Undeveloped Public $0.00 211-340-012-7 Undeveloped Public $0.00 211-350-001-7 Residential Developed $1,226.92 211-350-002-5 Residential Developed $1,226.92 211-350-005-8 Residential Developed $1,226.92 211-350-006-6 Residential Developed $1,226.92 211-350-007-4 Undeveloped Undeveloped $0.00 211-350-008-2 Residential Developed $1,226.92 211-350-009-0 Residential Developed $1,226.92 211-350-010-8 Residential Developed $1,226.92 211-350-011-6 Residential Developed $1,226.92 211-350-012-4 Residential Developed $1,226.92 211-350-013-2 Residential Developed $1,226.92 211-350-014-0 Residential Developed $1,226.92 211-350-015-7 Residential Developed $1,226.92 211-350-016-5 Residential Developed $1,226.92 211-350-017-3 Residential Developed $1,226.92 211-350-026-4 Residential Developed $1,226.92 211-350-027-2 Residential Developed $1,226.92 211-360-001-5 Residential Developed $1,226.92 211-360-002-3 Residential Developed $1,226.92 211-360-003-1 Residential Developed $1,226.92 211-360-004-9 Residential Developed $1,226.92 211-360-005-6 Residential Developed $1,226.92 211-360-006-4 Residential Developed $1,226.92 211-360-007-2 Residential Developed $1,226.92 211-360-008-0 Residential Developed $1,226.92 211-360-009-8 Residential Developed $1,226.92 211-360-010-6 Residential Developed $1,226.92 211-360-011-4 Residential Developed $1,226.92 211-360-012-2 Residential Developed $1,226.92 6 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-360-013-0 Residential Developed $1,226.92 211-360-014-8 Residential Developed $1,226.92 211-360-015-5 Residential Developed $1,226.92 211-360-016-3 Residential Developed $1,226.92 211-360-017-1 Residential Developed $1,226.92 211-360-018-9 Residential Developed $1,226.92 211-360-019-7 Residential Developed $1,226.92 211-360-020-5 Residential Developed $1,226.92 211-360-021-3 Residential Developed $1,226.92 211-360-022-1 Residential Developed $1,226.92 211-360-023-9 Residential Developed $1,226.92 211-360-024-7 Residential Developed $1,226.92 211-360-025-4 Residential Developed $1,226.92 211-360-026-2 Residential Developed $1,226.92 211-360-027-0 Residential Developed $1,226.92 211-360-028-8 Residential Developed $1,226.92 211-360-029-6 Residential Developed $1,226.92 211-360-030-4 Residential Developed $1,226.92 211-360-031-2 Residential Developed $1,226.92 211-360-032-0 Residential Developed $1,226.92 211-360-033-8 Residential Developed $1,226.92 211-360-034-6 Residential Developed $1,226.92 211-360-035-3 Residential Developed $1,226.92 211-360-036-1 Residential Developed $1,226.92 211-360-037-9 Residential Developed $1,226.92 211-360-038-7 Residential Developed $1,226.92 211-360-039-5 Residential Developed $1,226.92 211-360-040-3 Residential Developed $1,226.92 211-360-041-1 Residential Developed $1,226.92 211-360-042-9 Residential Developed $1,226.92 211-360-043-7 Residential Developed $1,226.92 211-360-051-0 HOA HOA $0.00 211-360-052-8 HOA HOA $0.00 211-370-001-3 Residential Developed $1,226.92 211-370-002-1 Residential Developed $1,226.92 211-370-003-9 Residential Developed $1,226.92 211-370-004-7 Residential Developed $1,226.92 211-370-005-4 Residential Developed $1,226.92 211-370-006-2 Residential Developed $1,226.92 211-370-007-0 Residential Developed $1,226.92 211-370-008-8 Residential Developed $1,226.92 211-370-009-6 Residential Developed $1,226.92 7 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-370-010-4 Residential Developed $1,226.92 211-370-011-2 Residential Developed $1,226.92 211-370-012-0 Residential Developed $1,226.92 211-370-013-8 Residential Developed $1,226.92 211-370-014-6 Residential Developed $1,226.92 211-370-015-3 Residential Developed $1,226.92 211-370-016-1 Residential Developed $1,226.92 211-370-017-9 Residential Developed $1,226.92 211-370-018-7 Residential Developed $1,226.92 211-370-019-5 Residential Developed $1,226.92 211-370-020-3 Residential Developed $1,226.92 211-370-021-1 Residential Developed $1,226.92 211-370-022-9 Residential Developed $1,226.92 211-370-023-7 Residential Developed $1,226.92 211-370-024-5 Residential Developed $1,226.92 211-370-025-2 Prepaid Prepaid $0.00 /1 211-370-026-0 Prepaid Prepaid $0.00 /1 211-370-027-8 Residential Developed $1,226.92 211-370-028-6 Residential Developed $1,226.92 211-370-029-4 Residential Developed $1,226.92 211-370-030-2 Residential Developed $1,226.92 211-370-031-0 Residential Developed $1,226.92 211-370-032-8 Residential Developed $1,226.92 211-370-033-6 Prepaid Prepaid $0.00 /1 211-370-034-4 Residential Developed $1,226.92 211-370-035-1 Residential Developed $1,226.92 211-370-036-9 Residential Developed $1,226.92 211-370-037-7 Prepaid Prepaid $0.00 /1 211-370-038-5 Prepaid Prepaid $0.00 /1 211-370-039-3 Residential Developed $1,226.92 211-370-040-1 Residential Developed $1,226.92 211-370-041-9 Residential Developed $1,226.92 211-370-042-7 Residential Developed $1,226.92 211-370-043-5 Residential Developed $1,226.92 211-370-044-3 Residential Developed $1,226.92 211-370-045-0 Residential Developed $1,226.92 211-370-046-8 Residential Developed $1,226.92 211-370-047-6 Residential Developed $1,226.92 211-370-048-4 Residential Developed $1,226.92 211-370-049-2 Residential Developed $1,226.92 211-370-050-0 Residential Developed $1,226.92 211-370-051-8 Residential Developed $1,226.92 8 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-370-052-6 Residential Developed $1,226.92 211-370-053-4 Residential Developed $1,226.92 211-370-054-2 Residential Developed $1,226.92 211-370-055-9 Prepaid Prepaid $0.00 /1 211-370-056-7 Residential Developed $1,226.92 211-370-057-5 Residential Developed $1,226.92 211-370-058-3 Residential Developed $1,226.92 211-370-062-5 HOA HOA $0.00 211-370-063-3 HOA HOA $0.00 211-370-069-0 HOA HOA $0.00 211-380-001-1 Residential Developed $1,226.92 211-380-002-9 Residential Developed $1,226.92 211-380-003-7 Residential Developed $1,226.92 211-380-004-5 Residential Developed $1,226.92 211-380-005-2 Residential Developed $1,226.92 211-380-006-0 Residential Developed $1,226.92 211-380-007-8 Residential Developed $1,226.92 211-380-008-6 Residential Developed $1,226.92 211-380-009-4 Residential Developed $1,226.92 211-380-010-2 Residential Developed $1,226.92 211-380-011-0 Residential Developed $1,226.92 211-380-012-8 Residential Developed $1,226.92 211-380-013-6 Residential Developed $1,226.92 211-380-014-4 Residential Developed $1,226.92 211-380-015-1 Residential Developed $1,226.92 211-380-016-9 Residential Developed $1,226.92 211-380-017-7 Residential Developed $1,226.92 211-380-018-5 Residential Developed $1,226.92 211-380-019-3 Residential Developed $1,226.92 211-380-020-1 Residential Developed $1,226.92 211-380-021-9 Residential Developed $1,226.92 211-380-022-7 Residential Developed $1,226.92 211-380-023-5 Residential Developed $1,226.92 211-380-024-3 Residential Developed $1,226.92 211-380-025-0 Residential Developed $1,226.92 211-380-027-6 Residential Developed $1,226.92 211-380-028-4 Residential Developed $1,226.92 211-380-029-2 Prepaid Prepaid $0.00 /1 211-380-030-0 Residential Developed $1,226.92 211-380-031-8 Residential Developed $1,226.92 211-380-032-6 Residential Developed $1,226.92 211-380-033-4 Residential Developed $1,226.92 9 of 10 Assessor's Type of Status of Taxable Special Parcel Number Property Development Acres Tax County of Contra Costa Community Facilities District No. 2001-1 (Norris Canyon) Special Tax Levy for Fiscal Year 2018-19 211-380-034-2 Residential Developed $1,226.92 211-380-035-9 Residential Developed $1,226.92 211-380-036-7 Residential Developed $1,226.92 211-380-037-5 Prepaid Prepaid $0.00 /1 211-380-038-3 Residential Developed $1,226.92 211-380-039-1 Residential Developed $1,226.92 211-380-049-0 Undeveloped Public $0.00 211-380-050-8 Residential Developed $1,226.92 211-410-001-5 HOA HOA $0.00 Total Special Tax Levy $425,741.24 /1 This parcel has prepaid its special tax obligation and is no longer subject to the special tax. Goodwin Consulting Group, Inc. 10 of 10 APPENDIX C Rate and Method of Apportionment of Special Tax County of Contra Costa CFD No. 2001-1 1 April 13, 2001 COUNTY OF CONTRA COSTA COMMUNITY FACILITIES DISTRICT NO. 2001-1 (NORRIS CANYON) RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX A Special Tax applicable to each Assessor's Parcel in Community Facilities District No. 2001-1 (herein ACFD No. 2001-1@) shall be levied and collected according to the tax liability determined by the Board of Supervisors of the County of Contra Costa or its designee, as described below. All of the property in CFD No. 2001-1, unless exempted by law or by the provisions of Section G below, shall be taxed for the purposes, to the extent, and in the manner herein provided. A. DEFINITIONS The terms hereinafter set forth have the following meanings: AAcre or Acreage@ means the land area of an Assessor=s Parcel as shown on an Assessor's Parcel Map, or if the land area is not shown on an Assessor's Parcel Map, the land area shown on the applicable final map, parcel map, or other recorded County parcel map. AAct@ means the Mello-Roos Community Facilities Act of 1982, as amended, being Chapter 2.5, (commencing with Section 53311), Division 2 of Title 5 of the Government Code of the State of California. AAdministrative Expenses@ means any or all of the following: the fees and expenses of any fiscal agent or trustee (including any fees and expenses of its counsel) employed in connection with any Bonds; any costs associated with the marketing or remarketing of the Bonds; the expenses of the Administrator and the County in carrying out their respective duties under any fiscal agent agreement, indenture or resolution with respect to the Bonds or CFD No. 2001-1, including, but not limited to, the levy and collection of the Special Tax, the fees and expenses of legal counsel, charges levied by the County or any division or office thereof in connection with the levy and collection of Special Taxes, audits, continuing disclosure or other amounts needed to pay arbitrage rebate to the federal government with respect to Bonds; costs associated with complying with continuing disclosure requirements; costs associated with responding to public inquiries regarding Special Tax levies and appeals; attorneys= fees and other costs associated with commencement or pursuit of foreclosure for delinquent Special Taxes; costs associated with overhead expense allocations to CFD No. 2001-1; and all other costs and expenses of the County, the Administrator, and any fiscal agent, escrow agent or trustee related to the administration of CFD No. 2001-1. AAdministrator@ shall mean the person or firm designated by the Board to administer the Special Tax according to this Rate and Method of Apportionment of Special Tax. County of Contra Costa CFD No. 2001-1 2 April 13, 2001 “Annual Interest Component@ means the total amount of interest on Bonds in the calendar year commencing in such Fiscal Year. AAssessor's Parcel@ or AParcel@ means a lot or parcel shown in an Assessor's Parcel Map with an assigned Assessor's Parcel number. AAssessor's Parcel Map@ means an official map of the County Assessor of the County of Contra Costa designating parcels by Assessor's Parcel Number. ABonds@ means any bonds or other debt (as defined in Section 53317(d) of the Act), whether in one or more series, issued by CFD No. 2001-1 under the Act. ABoard@ means the Board of Supervisors of the County of Contra Costa. ACapitalized Interest@ means funds in any capitalized interest account available to pay debt service on Bonds issued by CFD No. 2001-1. ACapitalized Interest Requirement@ means the least of: i) the Annual Interest Component, ii) the difference between the Special Tax Requirement and the amount determined pursuant to Step 1 of Section E hereof, or iii) the amount of Capitalized Interest available. ACounty@ means the County of Contra Costa. ADeveloped Property@ means Taxable Property for which a building permit for construction was issued prior to June 1 of the preceding Fiscal Year. AFiscal Year@ means the period starting July 1 and ending on the following June 30. AHomeowners= Association Property@ means any property within the boundaries of CFD No. 2001- 1 which is owned by a homeowners= or property owners= association. ALand Use Class@ means one of the defined land use categories for which a specific Maximum Special Tax is identified in Table 1 in Section C below. AMaximum Special Tax@ means the maximum amount of Special Tax, determined in accordance with Section C below, that can be levied in any Fiscal Year. AOther Property@ means Developed Property which is not Residential Property, Public Property, or Homeowners= Association Property. APlanned Units@ means the number of individual residential units that were expected to be constructed on property within CFD No. 2001-1 as shown in Attachment 1. AProportionately@ means, for Residential Property and Other Property, that the ratio of the actual Special Tax levied in any Fiscal Year to the Maximum Special Tax authorized to be levied in that County of Contra Costa CFD No. 2001-1 3 April 13, 2001 Fiscal Year is equal for all Assessor=s Parcels of Residential Property and Other Property. For Undeveloped Property, "Proportionately" means that the ratio of the actual Special Tax to the Maximum Special Tax is equal for all Assessor=s Parcels of Undeveloped Property. For Homeowners= Association Property and nonexempt Public Property, "Proportionately" means that the ratio of the actual Special Tax to the Maximum Special Tax is equal for all Assessor=s Parcels of Homeowners= Association Property and Public Property. APublic Property@ means any property within the boundaries of CFD No. 2001-1 that is owned by or irrevocably offered for dedication to the federal government, State of California or other local governments or public agencies. AResidential Property@ means, in any Fiscal Year, any Parcel of Developed Property for the construction of a residential structure which is not Homeowners= Association Property or Public Property. ASpecial Tax@ means a special tax levied in any Fiscal Year that will be used to pay the Special Tax Requirement, as defined below. ASpecial Tax Requirement@ means the total amount needed each Fiscal Year to (i) pay principal and interest on Bonds in the calender year commencing in such Fiscal Year, (ii) create or replenish reserve funds, (iii) cure any delinquencies in the payment of principal or interest on indebtedness of CFD No. 2001-1 which have occurred in the prior Fiscal Year or (based on delinquencies in the payment of Special Taxes which have already taken place) are expected to occur in the Fiscal Year in which the tax will be collected, (iv) pay Administrative Expenses. ATaxable Property@ means all of the Assessor's Parcels within the boundary of CFD No. 2001-1 which are not exempt from the Special Tax pursuant to law or Section G below. ATentative Map@ means the tentative map for Norris Canyon Estates approved by the Board in August 1997. AUndeveloped Property@ means any Parcel of Taxable Property within CFD No. 2001-1 for which a building permit has not been issued prior to June 1 of the preceding Fiscal Year. B. ASSIGNMENT TO LAND USE CLASS Each Fiscal Year, the Administrator shall categorize each parcel of property in CFD No. 2001-1 as Developed Property or Undeveloped Property, and Parcels of Developed Property shall be further identified as either Residential Property, Other Property, Homeowners= Association Property or Public Property. For each Parcel of Other Property within the CFD, the Administrator shall determine how many Planned Units had been expected on the Parcel in order to assign the Maximum Special Tax pursuant to Section C below. County of Contra Costa CFD No. 2001-1 4 April 13, 2001 C. MAXIMUM SPECIAL TAX Pursuant to Section 53321 (d) of the Act, a Maximum Special Tax must be established as a specific dollar amount before a Parcel is first subject to the tax when in private residential use. The following maximum rates shall apply to all Parcels of Taxable Property within CFD No. 2001-1 for each Fiscal Year in which the Special Tax is collected: TABLE 1 MAXIMUM SPECIAL TAX (Fiscal Year 2001-02) Land Use Class Description Maximum Special Tax (Fiscal Year 2001-02) 1 Residential Property $2,100 per Parcel 2 Other Property $2,100 per Planned Unit of the Parcel before it became Other Property 3 Undeveloped Property $3,360 per Acre Pursuant to Section 53321 (d) of the Act, the Special Tax levied against a Parcel used for private residential purposes shall under no circumstances increase more than ten percent (10%) as a consequence of delinquency or default by the owner of any other Parcel or Parcels and shall, in no event, exceed the Maximum Special Tax in effect for the Fiscal Year in which the Special Tax is being levied. D. MANDATORY PREPAYMENT OF SPECIAL TAX RESULTING FROM TENTATIVE MAP REVISIONS It is possible that a revision in the Tentative Map could result in less Special Tax revenue being available from the CFD. To preclude this result, after CFD No. 2001-1 has been formed, the County shall apply the following steps for every proposed Tentative Map revision: Step 1: The County or its designee shall calculate the Maximum Special Tax revenues that could be collected from the property affected by the proposed Tentative Map revision (the AAffected Property@) prior to the revision being approved; County of Contra Costa CFD No. 2001-1 5 April 13, 2001 Step 2: The County or its designee shall calculate the Maximum Special Tax revenues that could be collected from the Affected Property if the Tentative Map revision is approved; Step 3: If the amount determined in Step 2 is higher than that calculated in Step 1, the Tentative Map revision may be approved without prepayment of the Special Tax. If the revenues calculated in Step 2 are less than those calculated in Step 1, the County may not approve the Tentative Map revision unless the landowner requesting the Tentative Map revision prepays a portion of the Special Tax obligation that would have applied to the Affected Property prior to approval of the revision in an amount sufficient to retire a portion of the Bonds and maintain 110% coverage on the Bonds= debt service with the reduced Maximum Special Tax revenues that will result after the Tentative Map revision is approved. The required prepayment shall be calculated using the formula set forth in Section H below. Property owners wishing to prepay the Special Tax as a result of a Tentative Map revision cannot be delinquent on past Special Taxes on the Affected Property. E. METHOD OF LEVY AND COLLECTION OF THE SPECIAL TAX Commencing with Fiscal Year 2001-02 and for each following Fiscal Year, the Administrator shall determine the Special Tax Requirement for that Fiscal Year. The Special Tax shall then be levied as follows: Step 1: The Special Tax shall be levied Proportionately on each Parcel of Residential Property and Other Property up to 100% of the Maximum Special Tax up to the Special Tax Requirement for each Land Use Class for such Fiscal Year as determined pursuant to Section C. The Maximum Special Tax for a Parcel of Other Property shall be the total Maximum Special Taxes for the Planned Units that the Other Property replaced, as determined by the Administrator; Step 2: Determine the Capitalized Interest Requirement, if any, and add it to the amount levied under Step 1; Step 3: If the total of the Capitalized Interest Requirement and the amount levied under Step 1 is less than the Special Tax Requirement, the Special Tax shall be levied Proportionately on each Assessor's Parcel of Undeveloped Property within the CFD, up to 100% of the Maximum Special Tax for Undeveloped Property for such Fiscal Year determined pursuant to Section C; Step 4: If additional monies are needed after applying the first three steps, the Special Tax shall be levied Proportionately on each Parcel of Homeowners= Association Property and Public Property which originally had Planned Units, up to 100% of the Maximum Special Tax for Undeveloped Property for such Fiscal Year determined pursuant to Section C. County of Contra Costa CFD No. 2001-1 6 April 13, 2001 F. MANNER OF COLLECTION The Special Taxes for CFD No. 2001-1 shall be collected in the same manner and at the same time as ordinary ad valorem property taxes, provided, however, that prepayments are permitted as set forth in Section H below (and may be required in the case of Tentative Map revisions) and provided further that the County may directly bill the Special Tax, may collect Special Taxes at a different time or in a different manner, and may collect delinquent Special Taxes through foreclosure or other available methods. The Special Tax shall be levied and collected until principal and interest on Bonds have been repaid and authorized facilities to be constructed directly from Special Taxes proceeds have been completed. However, in no event shall a Special Taxes be levied after Fiscal Year 2039-2040. G. EXEMPTIONS Notwithstanding any other provision of this Rate and Method of Apportionment of Special Tax, no Special Taxes shall be levied on Public Property, except as otherwise provided in Sections 53317.3 and 53317.5 of the Act. H. PREPAYMENT OF SPECIAL TAX The following definitions apply to this Section H: "Future Facilities Costs" means the Public Facilities Requirements (as defined below) minus public facility costs funded by Previously Issued Bonds, interest earnings on the construction fund actually earned prior to the date of prepayment, Special Taxes, developer equity, and/or any other source of funding. "Outstanding Bonds" means all Previously Issued Bonds which remain outstanding, with the following exception: if a Special Tax has been levied against, or already paid by, an Assessor=s Parcel making a prepayment, and a portion of the Special Tax will be used to pay a portion of the next principal payment on the Bonds that remain outstanding (as determined by the Administrator), that next principal payment shall be subtracted from the total Bond principal that remains outstanding, and the difference shall be used as the amount of AOutstanding Bonds@ for purposes of this prepayment formula. "Previously Issued Bonds" means all Bonds that have been issued by CFD No. 2001-1 prior to the date of prepayment. "Public Facilities Requirements" means either $5,900,000 in 2001 dollars, which shall increase by three percent (3%) on January 1, 2002, and on each January 1 thereafter, or such lower number as shall be determined by the County as sufficient to fund public facilities to be provided by CFD No. 2001-1 under the authorized bonding program for CFD No. 2001-1. County of Contra Costa CFD No. 2001-1 7 April 13, 2001 The Special Tax obligation applicable to an Assessor's Parcel in CFD No. 2001-1 may be prepaid and the obligation of the Assessor's Parcel to pay the Special Tax permanently satisfied as described herein, provided that a prepayment may be made only if there are no delinquent Special Taxes with respect to such Assessor's Parcel at the time of prepayment. An owner of an Assessor's Parcel intending to prepay the Special Tax obligation shall provide the County with written notice of intent to prepay. Within 30 days of receipt of such written notice, the County shall notify such owner of the prepayment amount of such Assessor's Parcel. Prepayment must be made not less than 75 days prior to any interest payment date for Bonds to be redeemed with the proceeds of such prepaid Special Taxes. The Prepayment Amount shall be calculated as follows (capitalized terms as defined below): Bond Redemption Amount plus Future Facilities Amount plus Redemption Premium plus Defeasance plus Administrative Fees and Expenses less Reserve Fund Credit equals Prepayment Amount As of the proposed date of prepayment, the Prepayment Amount shall be determined by application of the following steps: Step 1: Compute the total Maximum Special Tax that could be collected from the Assessor's Parcel prepaying the Special Tax in the Fiscal Year in which prepayment would be received by the County. Step 2: Divide the Maximum Special Tax computed pursuant to Step 1 for such Assessor=s Parcel by the lesser of (i) the Maximum Special Tax revenues that could be collected in that Fiscal Year from property in the entire CFD, or (ii) the Maximum Special Tax revenues that could be generated at buildout of property in the CFD based on anticipated land uses at the time the prepayment is calculated. Step 3: Multiply the quotient computed pursuant to Step 2 by the Outstanding Bonds to compute the amount of Outstanding Bonds to be retired and prepaid. (the ABond Redemption Amount@). Step 4: Compute the current Future Facilities Costs. Step 5: Multiply the quotient computed pursuant to Step 2 by the amount determined pursuant to Step 4 to compute the amount of Future Facilities Costs to be prepaid (the AFuture Facilities Amount@). County of Contra Costa CFD No. 2001-1 8 April 13, 2001 Step 6: Multiply the Bond Redemption Amount computed pursuant to Step 3 by the applicable redemption premium, if any, on the Outstanding Bonds to be redeemed (the ARedemption Premium@). Step 7: Compute the amount needed to pay interest on the Bond Redemption Amount starting with the first Bond interest payment date after which the prepayment has been received until the earliest redemption date for the Outstanding Bonds. However, if Bonds are callable at the first interest payment date after the prepayment has been received, Steps 7, 8 and 9 of this prepayment formula will not apply. Step 8: Compute the amount of interest the County reasonably expects to derive from reinvestment of the Bond Redemption Amount plus the Redemption Premium from the first Bond interest payment date after which the prepayment has been received until the redemption date for the Outstanding Bonds. Step 9: Take the amount computed pursuant to Step 7 and subtract the amount computed pursuant to Step 8 (the ADefeasance@). Step 10: The administrative fees and expenses of CFD No. 2001-1 are as calculated by the County and include the costs of computation of the prepayment, the costs of redeeming Bonds, and the costs of recording any notices to evidence the prepayment and the redemption (the AAdministrative Fees and Expenses@). Step 11: A reserve fund credit shall be calculated as the reduction, if any, in the applicable reserve fund for the Outstanding Bonds to be redeemed pursuant to the prepayment (the AReserve Fund Credit@). Step 12: The Special Tax prepayment is equal to the sum of the amounts computed pursuant to Steps 3, 5, 6, 9, and 10, less the amount computed pursuant to Step 11 (the APrepayment Amount@). Attachment 1 Tentative Map for Norris Canyon Estates APPENDIX D Boundary Map of Community Facilities District No. 2001-1 APPENDIX E Assessor’s Parcel Maps for Fiscal Year 2018-19 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 21 X-15 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 1 2 2 1 1 "A" "C" STA. #70-1 STA. #70-A STA. #70 W. LANE 10’ EASE. CTR. NORRIS CANYON RD. STA.#69 NO R R I S CANY O N 2 "A" "D" 117.01Ac. 1.818Ac. LOT 2 LOT 1 210 22 210 17 16 2120 18 17 2019 W. LN FREITAS 4848 O.R. 141 PCL.2 COUNTYLINE387.06 R=967 155. 4 3 R=333 N78^2 5 ’ W327.381262. 7 5 1290.73N52^5 2 ’ 1 5 " E N02^0’WR=1033 274.17 65.6 R=633 119.43 N53^25’37"E 2328.48 N89^27’34"W N89^27’34"W 860.12 2188.56N50^23’7"E 442.10 129.49 R=133 1272.931668.02398.10309.34N19^18’WN2 9 ^ 3 9 ’ 5 0 "W 2 4 7 7 . 1 6 .23Ac.200.0 50.0S5^39’15"WS86^08’52"E S3^51’08"WS4 4 ^ 3 5 ’ 4 5 " E 24 1 5 . 9 7 38 7 . 1 32604.71N02^42’27"EN70 ^ 2 ’ 1 9 " W 156 0 . 0 5828.9N10^9’32"E77.34 768.3635.75N81^22’40"E 1024.90 N31^21’46"EN5^01’43"WN63 ^ 0 7 ’ 5 4 "WN11^53’58"WR=1 6 3 217.6 25 1 . 7 8 128 . 1 3 191.51115.32 90.86 N89^29’W (TIE)N0^31’EN81^22’40"E 2626.09 219. 9 6 515.12 N.D.S74^52’W S25^0’59"W139.46R=273 294.64 N.D. N.B. 1 9 4 . 6 4 52 6 . 1 7 16 5372.03211.6N6 3 ^ 5 0 ’ 3 9 "W 555 .6 9 09 17 29 14 75 54 55 58 57 78 80 1"=800’ TI E 4 2 1 4 . 3 6 t o T P O B A S H B O U R N E D R STARCROSS D R LYNDHURST PLWENTWOOD DR24 25 26 "E" 82 45 84 "C-2""D" COMMON AREA COMMON AREA COMMON AREA COMMON AREA N0^31’E 1694.524 8 9 .7 2 235.71 366.25 42 5 . 9 4 332.2423 4 . 4 119 0 .8 9 216.3 0 R = 1 5 2 4 82 4 . 4 61317.56A A A A A A A A A A 24 "F-3" 1109.66S89^4’30"E S 2 6 ^ 4 2 ’ 5 2 "W N89^4’30"W 1429.13 04 209 A L A M E D A C O U N T Y C O N T R A C O S T A C O U N T Y 23 35 07 209 65 59 S 2 6 ^ 3 5 ’ 3 1 " E 9 9 9 . 9 6 414.37659.66450 N80^29’3 9 " W 496.01 158.70 408.27151.76128.70N.D.63 81 "D" "B-1" "A""U" 64 28.28AC 28 29 136 245.15130.1320 2 . 4 0 124.463 3 7 . 8 9 206.35 190.56 231.18 2 9 6 . 5 3264.28 174.24165.95217408.45 2217.65 733.45 220.3 3173. 80 15 0 . 8 4170.89R= 7 2 6 519.80 B B B B B B BB B B COMMON AREA 3 4 8 0 . 2 0 349.08 S63^1 5 ’ 5 2 " W 5 4 3 . 9 2N2 9 ^ 9 ’ 2 5 "W624.93N59^57’40"W 1125.71 S81^33’3"W 2 2 7 . 3 2 N 4 1 ^ 5 ’ 1 3 " W 279.18N7^10’27"W322.68165.7586.26 86.62 87.11 86.27 85.16 FROM PAGE 23 68 32.18Ac. 67 61.19Ac. 31 32 33 34 "L" TRACT 7998 74 C C C C PCL "L" TR 7998 C 2 4 2 . 6 0R=1 4 8 7 218.15406.202- 36 37 38 83 "S" TRACT 7996 23 EBMUD SEE PG. 38 FOR PCL. NO. D D D D POR TRACT 7578 POR TRACT 7575 POR SEC 17,18,19,20&21 T2S R1W MDBM TR 7996 MB 473-46 TR 7996 1/31/05 EB REG PARK DIST 74.77Ac MB 438-38 219.38 257.83N24^3’54"E12/5/75 5/5/88 41PM21 133PM8 1- MB 438-38 (NORRIS CANYON ESTATES PHASE IV) 1/28/02 6.51Ac.FM 209-5 1/17/02 POR "D" 77.80Ac 67.052Ac 23 30 MB 432-30 75.54Ac 8-06-01 1.112Ac MB 415-4 9-13-99 91.48Ac POR "B" 30.96Ac 36.02Ac 38.363Ac 1.01Ac TRACT 8566 1-28-09 MB 508-45 138.85Ac 93.42Ac 12.45Ac 20.08Ac POR "B" RD 7.64Ac 19.13Ac 1-28-02 S2^49’38"W65.08 132.94 11.65 301.16S73^19’40"W A- B- C- D-MB 473-46 (NORRIS CANYON ESTATES PHASE III) 1/31/05PCL "S" TR 7996 40 5.886Ac MB 415-4 (NORRIS CANYON ESTATES) 9/13/99 MB 432-30 (NORRIS CANYON ESTATES) 8/6/01 S85^34’09"W 8/15/12 392.67 N69 ^ 6 ’ 3 2 " W 347. 2 3 673.45 "H"N22^39’11"W185 .84 "G" TR 7575 "C "27 256.74 R=770 D "L" "K" B B B 46.8Ac TR 7578 "F-1" "F-2" "F-4" 4.94Ac 81-84 41 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 23 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 24 1 9 . 8 6 S4 4 ^ 3 5 ’ 4 5 " W 917.3 S87^5’45"E 1339.61 S4 6 ^ 1 7 ’ 5 0 " E 21 21 230 01 15 04 14 20 21 2829 506.25 (CODE LINE) 230 37-8 1- A L A M E D A C O U N T Y 04 C O N T R A C O S T A C O U N T Y 07 01 02 03 1"=800’ TO PG 21 1125.71 624.93N59^57’40"W 5 4 3 . 9 2 349.08 X-15,16 N81^45’00"E 2 7 0 5 . 9 8 N01^34’46"E2158.9013 54.33Ac 17 4 5 CRANLEIGH C TASHBOURNE CIRN63^1 5 ’ 5 2 " E N10^12’25"W320.0N53^32 ’ 0 4 " E 610.4 7 N86^08’01"W 877.29 N 2 4 ^ 4 2 ’ 4 9 "W 5 0 3 3 . 3 4 N88^03’38"W 2471.95 416.54N79^46’0 8 " W 318.15 29 0 . 2 6 49 7 . 7 9 N82^07’42"E 1 8 7 6 . 0 6N02^42’27"E 2604.71N81^22’40"E 1 5 5 3 . 0 4 N01^36’27"E 1980.5955 5 . 6 9 N6 3 ^ 5 0 ’ 3 9 "W N88^22’45"W 408.27 229.67 268.01N43^35’ 0 8 " E 19 4 . 6 4 372.03N04^41’18"E139.46N34^03’27"W 83.97 223.90N18^25’40"EN06^12’21"E382.32N50^54’39 "W 4 6 8 . 5 7 236.73183. 4 8 N48^22’59"W 106.58 N33^42’20"W 143.17 N50^15’40"W 179.06 111.69N 6 1 ^ 2 4 ’ 1 9 "W 29 0 . 5 1 N38^11’29"W 83.47 N76^55’47"W 54.81 2 6 5 . 4 1 291.88376.42 161.29 270. 8 8 135.87 286.77 N58^23’17"E 97.40 N51^23 ’ 4 8 " E 293.97209.94125.69155.782 4 6 . 0 8 1 1 8 . 9 5 2 4 2 . 6 0 N 3 9 ^ 3 0 ’ 5 8 " W R=83 128.02 N76^31’05"W 90.27 R=1487 218.15 N55^41’40"W 22.87 21 1 . 0 1 22 6 . 4 7 219. 9 7 N62^40’21"E 151.26 N85^13’51"E 111.98 177.70 229.80 R=224 40.20 A A A A A A A A 17 SEE PAGE 37 SEE PAGE 35N31^21’46"E768.3N10^9’32"E828.9N70 ^ 2 ’ 1 9 " W 156 0 . 0 5 S74^52’W 515.12 S25^0’59"WN.D.16 68.16Ac FM 209-6 1/17/02 9/23/09N2 9 ^ 0 9 ’ 2 5 "W N 4 1 ^ 1 0 ’ 0 8 " W N81^33’3"E LOT 1 A A BDY OF RANCHO SAN RAMONN01^41’32"EN68^08’06 "W 2244 .35 N 4 6 ^ 1 7 ’ 5 0 " W POR SECS 20,21,28&29 T2S R1W MDBM 41PM21 12/5/1975 MB 508-45 (WIEDEMANN RANCH ESTATES) 1/28/2009A-2010 ROLL-LTS 1,2&3 TR 8566 LOT 2 362.33Ac 469.55 N01^19’22"W419.25 POR LOT 3 POR LOT 3ND 21.90Ac A A 134.25Ac 82.72Ac POR LOT 3 N03^06’13"E 130.98 N05^39’21"E 79.10 N01^0’29"W 96.45 N13^43’36"E 181.10 N28^04’56"W 134.35 N39^39’31"E 93.14 N16^29’52"W 128.71 N24^47’26"W 113.50 N75^35’08"W 115.62 N66^06’13"W 185.19 241.62 199.6135.0Ac WITT E N H A M C T 186.61 AN21^25’01"E406.20494.72 N80^26’14 " W A A A A A POR LOT 3 FROM PG 21 A PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 24 1"=100’ 25 240 240 2000 ROLL-X-15 ASHBOURNE DR 30 31 36 35 34 33 32 45 46 47 48 49 50 51 52 53 "S" "C-3" "U" "J" "B" "R" "T" "C-2" "I" L Y N D H U R S T P L 08 09 10 11 12 13 14 15 16 19 1718 03 04 05 06 07 01 02 22 21 POR.TRACT 7578 M.B. 415-4 (NORRIS CANYON ESTATES) .55AC .04AC .06AC 1.15AC 21 31.3 4 76. 3 8 47.3 3R=464 15 9 . 2 0 R=9 7 6 R = 4 1 0 1 5 0 . 9 9 151 . 2 1 118.09 60125.1446.45N4^2’8"E62.2430.75 N81^ 22’40"E R= 1 0 2 4 33 3 . 2 4 N 5 9 ^ 0 ’ 2 7 "W 109.39 50 11 7 . 1 7 160 1 1 7 . 0 7 163.5 5 157 150 170.84 170.54 164.83 85. 62 85. 29 88.331 1 5 . 8 8 1 1 7 . 3 3 N61^5’43"WN35^40’3"EN30^27 ’56 ’W 17 0 . 89 133.46 153.02 3 3 . 7 4 9 7 . 2 3 N 4 5 ^ 1 3 ’ 1 3 " W 62.754 8 . 8 2 169.2 6 167.9 8 96.0396.09 9 5 . 9 8 1 2 8 . 7 0 1 3 1 1 3 1 N33^44’1 1 " E 1 5 9 . 3 9 N43^36 ’ 4 5 " E N53^2 4 ’ 6 " E N48^3 3 ’ 2 ’ E N38^40’28 " E N57^1’ 1 1 " E 100 97.13N71^9’1’E N69^12’30" E 7 2 . 6 6 9278.89R=1572 0 8 . 7 9 N 5 3 ^ 4 7 ’ 4 0 " W N 4 7 ^ 7 ’ 5 " W 2 3 4 . 4 1 N 4 2 ^ 2 9 ’ 2 "WN21^8’54"WN31 ^2 2 ’18 "W 170 .9 1 N56^11 ’ 2 0 " E N62^16’ 1 7 " E N64^15’4 3 " E N60^38 ’ 3 1 " EN24^19’52"W 190 .8988.1146.1931.78 179 166.97 107.1083.79 N49^5 1 ’ 1 9 " E N49^5 1 ’ 1 9 " E N49^5 1 ’ 1 9 " E N 4 0 ^ 8 ’ 4 1 " W 3 1 6 . 7 0 1 0 5 . 0 1 8 8 . 7 0 R=25R=2519.888 8 . 0 1 8 8 . 6 9 1 0 5 166.4 8 R=830217.50R=15208 1 5 . 3 5 26 . 2 5 R = 4 5 212.9 6 34.87 R=15748 2 4 . 4 6 R = 4 6 4 108.0752.78N29^6’41"E51 . 3 2 R = 4 1 0 R=1231 6 3 . 5 7 4.31 N49^5 1 ’ 1 9 " E N49^5 1 ’ 1 9 " E N 4 6 ^ 3 8 ’ 4 8 " W 19.88292.94 281.0 9 8 0 . 5 2 4.31 89.7473. 9 1 73. 9 1 12. 6 1 7.6 8 56.0 5 56.0 5 1 0 6 . 6 0 94.8728.3128.3133.3839.03N7 2 ^ 8 ’ 5 0 "W R= 5 3 R= 8 7 N80 ^ 2 6 ’ 5 9 " W R= 3 0 9 R= 2 7 5 N60^41’WR=2 0 1 R=235N70^11’59"W 162 .73 1 6 2 . 7 3 R= 2 0 0 1 4 . 0 7 1 4 2 . 1 1 12 1 . 7 2R= 2 3 4 12 8 . 3 4N25^13’3"E 259.36277.09191.51128.13115.52251.78N25^13’3"EN64^57’20"WN24^38’13"EN66^31’43"W33.3251.05N 5 3 ^ 8 ’ 1 3 " W N 5 3 ^ 8 ’ 1 3 " W 48 9 . 7 2 50 2 . 8 6 1 8 4 . 2 7 1 6 5 . 5 7 82 . 6 1 97 . 3 9 9 6 . 0 6 7 3 . 7 1 R = 3 0 1 R = 3 3 5 R = 2 2 4 R = 1 9 0 N 4 1 ^ 5 6 ’ 5 "W N 4 1 ^ 5 6 ’ 5 "W 40.69 54.76N81^22’40"E 673.45 ( P V T . S T . ) ( PVT . ST . ) ( PVT . ST . ) 4.39AC E.B.M.U.D. COMMON AREA 10 4 . 7 5 COMMON AREA N 3 9 ^ 1 9 ’ 2 4 20.5934.023 1 . 7 8 N04^02’55"E POR. PCL. C 133PM8 FM. 209-95 01-17-02 21 21 25 TO PCL 211-210-056 ( P V T . S T . ) SE E A P N # 2 1 1 - 2 5 0 - 0 2 6 S E E A PN # 2 1 1 - 2 5 0 - 0 2 6 SE E A P N # 2 1 1 - 2 5 0 - 0 2 6 S E E A PN # 2 1 1 - 2 5 0 - 0 2 6 S E E A PN # 2 1 1 - 2 5 0 - 0 2 6 8/15/12 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 25 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 1"=100’ 21 250 250 2000 ROLL- NORRIS C A N Y O N R D STARCROSS D R LYNDHURST PL 1 2 3 4 23 24 25 26 27 28 29 37 38 39 40 41 42 43 44 "L" "A" "M" "N" "F-2" "C-1" "I" "O" 20 26 01 24 16 23 17 18 19 15 14 13 12 11 10 09 08 07 06 05 21 04 03 02 25 "F-1" 21 21 21 POR.TRACT 7578 M.B. 415-4 (NORRIS CANYON ESTATES) L Y N D H U R S T P L 24 24 21 1.53 AC "R" "T" ( PVT . ST . ) ( PV T. S T. )( PVT. ST. )( PVT. ST. )79.99 105.18 28.88N15^10’1’WN31^3’28"EN81^41’3"E N80^33’46"E N71^54’ 4 " E N58^2 5 ’ 5 7 " E N53^9’ 4 6 " E 179 7 8 . 9 7 1 7 . 6 8 6 7 . 8 5 1 0 6 . 5 568.2224.01N1^7’18"WN21^40’10 "W N 3 9 ^ 2 4 ’ 1 0 " W 1 6 2 . 4 485.33180.38 172 174.3 8 N56^1 1 ’ 2 0 ’ E65.07 7 3 . 9 6 8 8 . 4 8R=5702 4 2 . 6 2R=6242 6 5 . 6 0 1 7 . 6 8 4.2324.01 R=176 R=224 170.6 2 134.0 6 102 65.47 24.46 41.77 65.51 N 4 2 ^ 5 1 ’ 1 4 " W N52^3 8 ’ 1 " E N88^31’23"E N26^47’29"EN89^3’25"W 150.57N8^53’29"W25 R=828 143.86143.4443.41202.76 R=330R=305121.73N21^21’28"EN86^42’12"E23.2528.5929.8719.69N13^4’59"WN55^49’28"WR=429 135.70 123.1 2 R=376 N80^33’46"E 12 870.71152.41 98R=234 249.73 R=40N32^9’39"ER=6056.76 N79^38’1 6 " W 282.11R=208125.85R=274113.3030.24 6.97 25.9016.27N8^53’29"W257.19 41.20 175.10N8^0’15"EN53^5 8 ’ 1 5 " E R=858 17.85 25.73 R=186 N 3 6 ^ 7 ’ 3 4 " W 216.3 0 170 27.23 185.7 2 N75^1 8 ’ 3 1 " W N88^45’10"W N75^4’19 " E N15^34’16"W 340 .58R=528423.18 N2 4 ^ 4 8 ’ 4 6 "W N82^39’19"E 130.48R=4493 2 0 . 0 481 3784.27381 7 7 . 1 3 260.24 71 16.44 114.73N13^38’25"WN34^58’33"E30N2^19’49"WN44^9’35"EN4 4 ^ 4 3 ’ 5 3 " W221.67117.5 3 N60^1 ’ 4 4 " E 166.48 N49^23’ 4 5 " E N49^51 ’ 1 9 " E N49^51 ’ 1 9 " E N49^51 ’ 1 9 " E 1 0 7 . 9 1 9 0 8 7 N 4 6 ^ 3 8 ’ 4 8 " W 4 3 8 . 4 2 1 3 1 . 2 5 1 2 3 . 9 4 N 4 0 ^ 8 ’ 4 1 " W 3 1 6 . 7 0 292.94N49^51 ’ 1 9 " E 158.5 3 165 9 4 . 3 1 6 7 . 5 8 3 5 N 3 3 ^ 2 1 ’ 2 3 "WN2 8 ^ 1 7 ’ 4 4 ’W 236.46 272.77 283.03 87 . 5 6 90 . 5 8 1 1 0 . 7 1 69 . 0 4R=4012 1 5 . 1 3 48N15^35’55"W95.146328.93262.58 13 5 . 1 8235.17263.6276.96 197.74 22.46 8 0 . 5 6 486 1 .07 N 4 6 ^ 3 8 ’ 4 8 " W 4 2 5 . 9 4 4 7 . 3 8N2 4 ^ 4 8 ’ 4 6 "WN15^34’16"W 366 .25 58.19 92.28 118.4 9 R=930 R=878 125.5 1 N2 5 ^ 2 3 ’ 2 0 "W 5 2 N53^8’13"WN53^8’13"W4 89 . 7 2 502.8 6 80 . 5 2ASHBOURNE DR 54 52 217.0693.48178.05N59^46’23 "W N60^2 7 ’ 2 6 " E R = 7 7 6 R = 8 3 0 135.7 6 186.85R=592 COMMON AREA COMMON AREA COMMON AREA COMMON AREA 2 7 . 2 2 R=465N 3 9 ^ 3 3 ’ 1 6 3 1 6 . 7 0 X-15 FM. 209-96 01-17-0224 26 N70^30’ 5 3 " E 7.38Ac .16Ac .68Ac 1.0Ac COMMON AREA .30Ac 26 TO PG 21 TO PG 21 8/15/12 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 26 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 1"=100’ 260 260 LYNDHURST PLWENTWOOD DR5 6 7 8 9 10 11 12 13 14 15 16 171819 2021 22 2000 ROLL-POR.TRACT 7578 M.B. 415-4 (NORRIS CANYON ESTATES) "F-3" "O" "P" "F-4" "G-1" "G-2" "Q" "K" "H" 22 21 21 22 01 25 02 03 04 05 06 07 08 09 10 11 12 131415161718 CANY O N RD 25 19 21 ( PV T. S T. ) .81AC 70 94.20 100.1 0 101.61R=23586.45 2 0 2 . 4 3N2 8 ^ 2 6 ’ 4 1 "W129.19 R=17023.0587.99 65.12 59.15 N7^23’43"EN67^50 ’ 6 ’ E 1 7 6 . 1 5 35.0371.49 381.57 62.44 16.46 80.15 93 97.21 80.08 17.48 186.85194.96162 .78 1 5 5 . 4 1 1 6 0 . 5 7 1 7 7 . 8 2 171.58N16^3’48"W129.15 63.4388.30R=286151.73N65^28 ’ 2 6 " E R=234122.5660.13 45.93 53.73 20 66.42 57.97 22.67 N15^47’24"WN2 6 ^ 5 7 ’ 1 6 "WN2 9 ^ 2 0 ’ 8 "WN2 9 ^ 2 0 ’ 8 "WN23 ^32 ’29 ’WN17^56’17"WN13^34’11"WN1^26’20"WN1^26’20"WN1^26’20"WN0^31’E76.50 78.16 38.08 41.96 80 27.55 29 24.99 30111.97 9.49 64.72 115.2 8 57.35 5.11 116.77 80.05 80.10 168.08 220.3680.01 80.01 181.51 218.11215.55213178.11175.86N54^56’29"WN55^39’56"W 182 .01223.68N86^46’19"E 198.81 N89^36’42"W 331.3638.78 80.01 80.01 80.08 80.08 171.20 R=376 R=424 201.24 21 2 . 7 8 201.57198.80172.54N88^33’40"E 239.04 147.69N2^9’55"WN2^9’55"WN2^9’55"WN2^9’55"WN2^9’55"W220.94 323.33 50N86^51’1"E N89^35’25"W R=23.50 36.91 R=23.50 36.91 97.25 32.84R=25 172.64 N57^8’ 5 8 " E 3 6 6 . 9 0 39.41 152.9627.59103.2 2167.51N22^36 ’49 "W54.12N20^31’59 "WN20^59’56"EN5 4 ^ N 6 6 ^ 1 3 ’ 1 "W 27. 5 9 65 R=930 125.5 1 R=924 R=176 94.36 R=878 312.97 194.48 R=223 N53^3’ 2 7 " E 1 1 9 . 7 1 N53^3’ 2 7 " E 1 2 4 . 3 9 5 2N2 5 ^ 2 3 ’ 2 0 ’W 118.4 9 22.29 4654.99 52 COMMON AREA COMMON AREA COMMON AREA ( PVT. ST. )87.53N89^27’34"W 860.17 48NORR I S 17.55 21.61 R=25 18.45 23.9115.1623.15 422.24 N56^2 7 ’ 4 9 " E X-15 4 209 FM. 209-97 01-17-02 1.71Ac 8/15/12 25 .29Ac SEE APN # 2 1 1 - 2 5 0 - 0 2 6 TO PG 21 TO PG 21 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 27 1"=100’ 21 270 270 X-15 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. POR TRACT 7575 A S H B O U R N E D R WHI T C L I F F E C T ASHBO U R N E C I R 1 2 3 4 5 6 7 8 95 96 97 "N" "I" "H" "O"ARDLEIGH CT"B-1" "B-2" "G" 10 11 09 16 05 04 03 02 01 12 06 07 08 13 21 21 30 21 30 28 26 . 9 2 N 4 1 ^ 5 6 ’ 5 " W R=2176 7 . 8 7 R=1835 1 . 2 6 4.57 N41^56’5"W 117.59 33.59N5 9 ^ 5 1 ’ 1 6 "W56.91R=40 R=303 6 . 6 3 150.58N5 9 ^ 5 1 ’ 1 6 "W224.58170.89N30^8’44"E1621 5 0 . 8 4 N63 ^ 1 4 ’ 4 "WN30^8’44"E746.0 160.53N29^35’12"ER= 6 1 5 99. 3 4 78. 3 4 165.32N24^41’53"E8 1 . 5 8 N60^54 ’37 "W173.8092.22 15 63. 6 6 156.84N20^53’28"E89.98 N74^ 9 ’ 4 2 " W 220.3 3 130.3 4 129. 8 4 145.36N20^53’28"EN5 9 ^ 5 1 ’ 1 6 "W158.82 R = 5 8 1 93. 8 4 N69 ^ 0 6 ’ 3 2 " W 347. 2 3 R=192 11.0 153. 7 3 176.1 5N52^2’ 3 6 " E R=19211 5 . 0 3 32.48 81.02172.20N18^3’13"WR=1589 6 . 4 8 N74^ 2 0 ’ 2 7 " W 82.74 86.07 R=1378 5.0 R=822 86.02 176N20^48’23 "W N68^29 ’ 3 1 " E N67^13 ’ 1 9 " E 82.71 34 7 . 2 3 N69 ^ 6 ’ 3 2 " W 34.73N16^24’58"ER=822 105.6 3 45.49 N53^4 0 ’ 6 " E R=280138.6513.81N25^17’47"E32. 5 3 N6 4 ^ 4 2 ’ 1 3 "W 125 R=260 28.28229.18N36^22’31"E70 N6 4 ^ 4 2 ’ 1 3 "W49.16N25^17’47"ER=220108.949.63N53^40 ’ 6 " E 176.1 6 256.74 R=770 40.33 R=1430 118.59 185.84N22^39’11 "W 277.37 N55^5 7 ’ 2 7 " E 25 0 N 4 6 ^ 3 4 ’ 1 9 " W27.95 28.2828.2876.168 9 . 9 4 N6 4 ^ 4 2 ’ 1 3 "W 63.6 5 R=240 34.59 98.2 4 R= 7 7 4 498. 8 8 288.65 272.42 N42^22 ’ 5 " E 99.66N26^10’32"E42.67 N88^22’26"W 358.10N7^6’41"W408.27151.76N11^18’56"E155.2 2N52^1 1 ’ 2 1 " E 189.24251.5 8 N74^ 1 8 ’ 5 7 " W211.60N11^21’00"ER = 7 2 6 519.8 0 3 4 . 5 2 N6 4 ^ 4 2 ’ 1 3 "W22N25^17’47"E22N25^17’47"E96. 1 6 R=2 9 9 80.72 R = 2 5 1163.57R=344140.74R=29633 . 8 0 N 4 2 ^ 2 4 ’ 3 6 " W N 4 2 ^ 2 4 ’ 3 6 " W 33 . 8 0 1.66Ac. 84.84176.31N2 4 ^ 4 4 ’ 5 9 "W 25,063SF 13,026SF 13,806SF 13,511SF 19,619SF 19,171SF 15,163SF 15,665SF 39,468SF 81,556SF 53,847SF COMMON AREA COMMON AREA R= 2 4 0R=288210.23168.85FM PG 211-21 2/5/02N23^13’25 "W 5 2 . 0 M.B. 432-30 (NORRIS CANYON ESTATES) 8-6-01 TO PG 21 1/28/13 9.37Ac 16 (PVT STS) (PV T S T S ) "J"30’ PAE1.52Ac ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 28 1"=100’ 21 280 X-15 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES.HARDCASTLE CT 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 2748 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 "P" "R" "T" "Q"KINGSBRIDGE CTASHBO U R N E C I R POR TRACT 7575 29 21 27 21 36 01 02 03 04 05 06 07 08 37 25 24 23 26 09 10 11 12 13 14 15 1617 18 19 21 20 22 27 28 29 30 32 33 34 35 36 38 39 31 91.90 88.22 N63^3’35 " E N58^45 ’ 5 7 " E N55^33 ’ 2 " E 78.51 176N20^48’23"W105.38176 N29^7’52"W 101.16176N33^20 ’14 "W 85.99175N3 5 ^ 4 6 ’ 1 9 "W 100.88 N53^4’ 4 " E 104.36 57 49.65 N53^5’ 1 5 " E 161.3 6 1 7 5N3 6 ^ 5 4 ’ 4 5 "W 118.51 N56^31 ’ 3 5 " E 170N32^58’21 "W R=722 503.9385.68 90.55 111.80 N60^37’ 1 4 " E N25^47’11"W105.79 170N18^59’14"WN67^36’47" E 104.59 N74^22’25"E 84.70 170N12^15’56"W82.76 170N5^41’54"W102.18 N81^1’5"E 78.21 94.45 N89^37’4 4 " W 165.01N0^10’59"W79.24 32.38 49.62 170N01^6’55"WN87^45’38" E 70.18 93.75 R=678 331.26170N9^2’15"W69.87 92.63 165N16^51’55"W89.28 165N24^24’35"W67.50 N84^55’25"E N81^8’34"E N69^21’45"E 5.99 74.41 102.37 165N16^44’52"WN68^59’56"E R=522 52R=470 32 51.97R=730 230.99 80 99.03 163.95N17^38’30"W74.90 99.35 156.13N20^50’13"W103.725238.14N13^42’30"W155.72135.61 N84^21’13"E N83^6’41"E 153.58 N72^37’29"E 174.24 27.44 N39^53’ 4 6 " E 74.8639N03^25’20"W113.8648 53R=8762 7 . 4 4 N 4 6 ^ 4 4 ’ 2 6 " W 39.96 R=730 91.0122.8559.41R=924165.44 N82^53’38"E99.0660.67N88^36’48" E 169.48111.60117.90 R=670 467.63 150N7^0’16"W93 80 N79^01’8"E149.66N11^56’49"W83.81 118.16 150N25^3’42"W138.58 107.65 N69^8’42"E N59^0’3 7 " E 1 4 9 . 9 8 N3 6 ^ 4 8 ’ 1 7 "W97 .11 9 8 . 6 9 4 5 . 8 3 117.3 6 N53^5 ’ 1 5 " E 28.28N8^5’15"E77. 1 1N3 6 ^ 5 4 ’ 4 5 "W 1 1 9 . 3 7 4 2 . 2 6 137.18 N53^5 ’ 1 5 " E 141.37 N61^58’ 2 1 " E34 . 74 R=224230.8573.78123.32N25^46’20"W157 N80^50’36"E 124.46N1^38’28"E73.78154 N80 ^ 1 7 ’ 1 0 " W 111.21N9^45’7"E48.5627.31N22^8’6"E16 9 N67^51’54"W 4.6619.88R=25212.96R=4552.9015 8 . 4 7 N 5 3 ^ 3 2 ’ 2 2 " W 34.18 106.10N20^2’44"E101.2 2 N43^1 7 ’ 2 4 " E 88.66 N77^8’37"E170.29N1^54’20"W162.40N68^25’16 "W202.40166.8 0N42^46 ’ 5 7 " E 35.104085.27N25^23’54"W35.4762147.91 N87^56’58" E118.30N23^37’14"E54.7919.88125.2168.92R=25148.78N69^20’54"W51.07N12^46’49"E31.97N22^8’6"E85.38R=176181.38152.48 N85^51’26"E 50 . 1 6 N 5 3 ^ 1 5 ’ 4 7 " W 167.88 N53^3 2 ’ 1 2 " E 963 8 . 0 4N3 6 ^ 5 4 ’ 4 5 "W 1 2 0 . 0 4 8 2 27.8 5 N81 ^ 2 ’ 3 5 " W 112135 R=1430 447.90 N29^45’52 "W 81.99 184.34N27^34’42"W 112.31 185.84N22^39’11"W128.17 N64^59’3 1 " E 5 8 . 1 2 N 4 8 ^ 5 9 ’ 3 0 " W R=1378 473.43 118.50 180.91 5248 17,415SF 16,714SF 14,467SF 17,957SF 19,339SF 17,075SF 16,170SF 15,988SF 15,623SF 14,371SF 13,282SF 14,229SF 13,654SF 12,987SF 14,956SF 22,151SF 18,808SF 16,750SF 14,275SF 12,861SF 13,040SF 18,091SF 15,248SF 18,628SF 13,525SF 14,826SF 15,026SF 14,248SF 12,093SF 13,130SF 18,682SF 15,218SF 13,039SF 19,287SF 15,114SF 12,094SF 13,024SF 13,895SF 12,677SF FM PG 211-21 2/5/02170N18^47’32"WN23^13’25"WR=822 86.02 81.02 40.33 27 M.B. 432-30 (NORRIS CANYON ESTATES) 8-6-01 (PVT S T S ) SEE APN # 2 1 1 - 2 7 0 - 0 1 6 SEE APN # 2 1 1 - 2 7 0 - 0 1 6 (PVT STS )521/28/13 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 29 1"=100’ 28 290 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES.KING SBR IDGE CT 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 POR TRACT 7575 X-15 20 19 18 17 16 15 14 13 12 11 10 09 08 07 06 05 04 03 02 01 "S" "F" 21 21 21 28ASHB O U R N E C I R N83^6’41"E 153.58 8973.69N18^47’32"W 165.11 N77^17’25 " E 97R=876356.70 169.11 N70^56’ 4 5 " E 164.92 N64^58 ’ 5 1 " E 5 5 . 8 3 73.90 161.62 N63^49 ’ 2 " E 7 9 . 5 7 8 2 N62^55 ’ 6 " E 157.96 8 6 86 .12N2 4 ^ 7 ’ 8 "W621 .3 5 154 6 5 . 1 3 15 . 8 9 145.44 80.11 4.0 115.33N2 6 ^ 4 5 ’ 9 "W 2 8 8 . 9 7 R=25R = 4 5 212.967 5 . 2 4 147.17 N80^54’17"E 42.73 65.3441.97N19^22’30"W107.30 193.87 88 . 0 1 93.19 231.18 N80^54’17"E 29 44.24 R= 2 3 . 5 0 36.9 1 1529144.96 N63^54 ’ 2 6 " E N19^22’30"W 190.56 N64^36 ’ 5 5 " E99.98106.36N15^20’17"W206.35 15 R=23.5036.9147.27 2 8 . 8 7 164.92 N67^48 ’ 4 7 " E 32.2119.88R=254 1 . 9 2 76.08N18^2’25"W 173.73 N63^1 4 ’ 5 1 " E 8 2 . 0 5 170.82 N63^1 4 ’ 5 1 " E 8 2N2 6 ^ 4 5 ’ 9 "W 2 8 8 . 9 7 8 3 . 7 2 8 2167.85 N63^49 ’ 2 " E 8 0 . 0 2 N2 4 ^ 4 3 ’ 1 "W 3 3 7 . 8 9 8 1 . 6 4 92 . 1 0 165 N63^1 4 ’ 5 1 " E 1.41 7 6 . 9 5 165.5 1 N68^1 ’ 9 " E 78.3392.31N19^14’21"W165 N72^52’3 4 " E 83.2398.06N14^32’36"WR=924376.24 165 N78^2’13"E92.31N9^48’18"W165.44 N82^53’38"E 78.3314,040SF 14,888SF 15,182SF 12,891SF 13,591SF 13,889SF 14,128SF 14,346SF 17,543SF 17,302SF 19,163SF 15,617SF 12,487SF 12,150SF 13,415SF 12,902SF 14,721SF 12,939SF5359.41113.86113.86N3^25’20"W48 FM PG 211-21 2/5/02 1.0 1.0 164.90 7 8 . 0 3 2 5 . 5 0 13,992SF 13,018SF78.56 9 2 . 2 0 1/28/13 M.B. 432-30 (NORRIS CANYON ESTATES) 8-6-01 (PVT STS )SEE APN # 211-270-016 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 30 1"=1 0 0 ’ 300 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES.ARDLEIGH CTASHB O U R N E C I R HEN L E Y C T 68 69 70 71 72 7374 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 "E" "I" "M" "J" "L" "K" POR TRACT 7575 X-15 21 27 27 21 "C" 28 27 26 25 24 29 19 20 21 22 23 09 10 11 12 18 17 16 15 14 13 08 07 06 05 04 03 02 01 2127.95N19^2’23"WR=288 135.9349.16N25^17’47"E108.94R=220N46^34’19" W 495.90 158.11 N41^1 ’ 3 1 " W 167.94N42^5’48"E140.43 R= 4 5 5 48 8 . 0 2 180.60 R=520 93. 4 0 186N63^12’52"E13 0 . 1 0 N 9 ^ 2 9 ’ 3 0 " W92.54160N74^52’2"E13.8170N25^17’47"ER=28028.2832.53 N64^42’13"W 76.16N21^31’56"E28.28N19^42’13"W28.28N70^17’47"E34.52 N64^42’13"W 107.55 R=240 9.14 54.89129.01 N48^33’24"W 115.43N50^4’10"E2222R=272148.7893.89121.66N36^28’54"E150.8 3 N37^ 4 7 ’ 1 3 " W 86.03R=328R=2520.77R= 4 5 209.06 26.82142.01 N61^50’25"W 65.48N41^25’36"E60.35111.07N63^25’57"E120.52N70^13’45"E92.39 N75^35 ’ 8 " W86.14N24^47’26"W140N14^59’52 "E 40 145N65^55’38"E1 08 .7 2N16^29’46"W99.66N26^10’32"E42.67N88^2 2 ’ 2 6 " W 128.71N16^29’46"W 1 1 3 . 5 0 N24^47’26"W 115.62 N75^35 ’ 8 " W 185.19 N66^6’13"W 4 7 . 1 2 153.04 N54^4’51"W 34.7817.33R=25101.12N42^22’5"E272.4290.0430.28R=380107.20166.76 N45^58’0" W 76.9214R=220106.34120.34181.09 N45^58’0" W81.2663.65 89.94 R=240 34.59 98.24 N64^42’13"W 125 R=260 ASHBO U R N E DR ASHBOURNECIRR=580 111.03 112.99N50^4’10"E174.1525.01 53.93138.04 N48^57’01"W 233.18 95.14 28.97 163.87N36^13’43"E102.48 167.44150 8 5 .45N48^38’0"E170N70^23’28"EN 2 8 ^ 4 8 ’ 1 3 "WR= 3 9 5 51 9 . 4 8 14 2 141.2 3 N89^0 ’ 4 1 " W 40.2616 125.64 N77^53 ’ 4 5 " W 125R= 2 7 2 1 1 7 . 5 0 134.14 N82^6’ 2 4 " W 1 0 7 . 4 2 8 4 . 7 3 30.80N44^43’21"E104.06 R=126 30.39 R=424 148.46N7 ^ 9 ’ 3 9 " E 1 9 2 . 1 5 118.0727.17R=25 24 . 0 8 R = 4 5 196.92 65.87 38.803 7 . 4 4 N20^24’1"E23N71^14’9"E150.05N19^56’21"WN57^34’39"E131.2544N31^53’28"E169.34 N69^20’1 8 " W 109.24N14^42’57 "E 77. 5 2 N34 ^ 3 ’ 2 7 " W 162.53N62^59’15"E30.72 R=376 187.19 84.86N62^59’15"E78.98R=215112.46 14.73152.02 206.64 120 N46^51’21" W 509.8652.76N74^32’49"E83. 3 6 N3 4 ^ 3 ’ 2 7 " W139.46N14^42’57 "E 60 77.13 R=174 171.23 173.80N43^15’5"E187.19N21^6’43"E94.10 98 23.07 N58^45’45"W R=2 7 2 205.22N44^57’5"E52N45^49’21"E194.52 R = 2 2 0 264 .5570.03136 N83^3 1 ’ 7 " W56.48R=26 0 88.48 125.20 N77^43 ’ 3 6 " W 111.93133.22 3 2 N12^18’9 "E245.15 6 4 . 6 4 144.75 N87^4’ 5 5 " E 97 1 3 0 . 1 3 N 2 ^ 2 0 ’ 7 " W 53.40 1.93Ac.21,658SF 18,759SF 16,952SF 15,073SF 15,610SF 33,822SF 29,262SF 22,698SF 18,782SF 16,288SF 16,294SF 20,134SF 18,988SF 20,968SF 16,404SF 14,580SF 15,076SF 16,279SF 15,828SF 18,905SF 14,453SF 15,519SF 21,042SF 2.08Ac. FM PG 211-21 2/5/0295.2036.05146. 5 5 N33 ^ 5 0 ’ 9 " W 81.5370.63 12.73 27.5390. 1 5N2 7 ^ 3 6 ’ 2 4 "W 13,609SF 18,516SF 21,281SF 18,002SF (.312Ac.) (.425Ac.) (.489Ac.) (.413Ac.)N27^16’08"E1/28/13 MB 432-30 (NORRIS CANYON ESTATES) 8-6-01 300 TO PG 41 TO PG 21 (PVT STS) SEE APN # 2 1 1 - 2 7 0 - 0 1 6 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 32 1"=100’ 320 320 2003 ROLL- X-15 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 8 9 10 11 12 23 24 25 26 27 28 29 30 31 32 33 34 35 POR. TRACT 7998 M.B. 438-38 (NORRIS CANYON ESTATES PHASE IV) "M" "E" "F" "G" 02 01 03 04 05 18 17 16 15 14 13 12 11 10 09 08 07 06 "N" 19227.27N8^44’20"E176.54N8^44’20"E494.72 N80^26’1 4 " W 256.35 N80^26’14 " W 422.51 166.16 2 0 4 . 1 8 1 2 2 . 4 2 N 3 3 ^ 5 5 ’ 5 8 "W 3 2 6 . 6 0 3 6 5 . 0 3 N 3 3 ^ 5 5 ’ 5 8 "W132.20N3^30’51"E155.78N3^30’51"E50.44 177.70 228.14 N78^55’ 2 8 " W40.20121.44 R = 2 2 4 463.24166.4 4 N59^5 9 ’ 5 0 " E 2 0 0 . 4 0172.86N8^44’20"E256.33 360.05 CIRCLE 229.80 N78^55’ 2 8 " W 50.20 179.60 101.20117.39N8^49’13"E125.69N8^49’13"E31.0531.67N37^13’39"E2 0 2 . 9 8N51^36’27"W109.20N32^50’40"E81.54113.41R=554 843.98 102.60 N51^23 ’ 4 8 " E 209.94N32^50’40"E1 9 9 . 7 9 N 4 1 ^ 2 ’ 3 5 " W 50 53.72 249.95 R=1224R=1762 2 6 . 0 9 139.42N62^1 3 ’ 4 4 " E R = 2 2 4 287.7 5 18 8 . 7 5 94.37 N41^ 2 7’ 3 4 " E 180.01N23^1’53"E272.1 4 141.19 N74^ 3 8 ’ W 157.0 5 170.51N13^28’32"E119.01 R=1176 287.74N10^47’23"E173.5 1 121.13 16.88 311N8^44’20"E149.1 0 122.0 1 23.55 312.31N8^44’20"E140.98 144.17 171.58 219.28N8^44’20"E58.02 22 7 . 8 8R=176 363.97235.20 N83^53’44"E 136.09188.283162.72N37^13’39"E2020 6 . 6 5 N 4 8 ^ 3 ’ 1 6 " W 99.13 96N65^54 ’ 2 1 " E 2 3 8 . 8 6N2 6 ^ 2 8 ’ 5 9 "W 178.03 178 173.07 164. 3 557.42R=506 770.87236.71N7^29’55"W110.9 3 267.49N7^22’51"E160.1 7 257.61N7^47’9"E1 0 0 . 6 4 147.4 2 217.32N7^47’9"E215.72N7^47’9"E157.8 0 R= 5 5 4 N81^15’40 " W 360.05 21 34 33 23 44,781SF 1.32Ac. 50,289SF 33,216SF 34,547SF 33,658SF (1.49Ac) 62,574SF 42,840SF 42,990SF 44,849SF 38,319SF 30,267SF 27,542SF 30,517SF 33,193SF 35,771SF 42,636SF 34,480SF 33,118SF 4848COMMON AREA FM PG 21 04-30-02 HAWKSH E A D SEE 211-310-023 SEE 211-310-023 (.97Ac) 31 23 SEE 211-330-012 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 33 1"=100’ 330 X-15 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 13 14 1516 17 18 19 20 21 POR TRACT 7998 "G" "F" "O" "N" 01 02 0304 05 06 07 08 09 12 131.1 3 1 9 9 . 7 9 N 4 1 ^ 0 2 ’ 3 5 " W 129.71 2 1 3 . 5 3N2 7 ^ 2 8 ’ 5 2 "W 180.1 5 N51^23 ’ 4 8 " E 85.94 N58^2 3 ’ 1 7 " E 97.40 N58^2 3 ’ 1 7 " E 286.77 N77^28’1" E 96.16 N77^28’1"E 274.03 177.87 121.46 N87^22’30"E 126.49136.86 215.92N14^3’58"W231.55N0^59’2"W75. 7 9 135.87 N87^22’30"E 195. 2 5 N69 ^ 4 9 ’ 1 1 " W 138. 0 2 231.51N13^10’14"E231.95N27^26’43"E68.3577.75 164.05 N87^1’20"E322.87N26^40’56"ER=506 431. 8 0 177.6 5 177.77 359.48 N75^5 6 ’ 2 5 " W 327.91N26^40’56"E176.41 181.71278.33N32^14’46"E232.37N54^31’11"W188. 1 8 R=1 7 4 224.93 51.14 N47^35’4" E 276.06 252.55N54^31’11"W376.4 2 N75^5 6 ’ 2 5 " W 161.29 N87^1’20"E 191. 1 6 N69 ^ 4 9 ’ 1 1 " W 730.56 R=554 R=506 472.77 R=554 R=126 N51^23 ’ 4 8 " E 32 23 34 HAWKSHEADCIRCLE 31,511SF 33,970SF 33,410SF 39,320SF 37,881SF 39,988SF 57,364SF 49,570SF 46,548SF (1.14Ac) 32 48 4 8 50.38FM PG 21 04-30-02 270. 8 8 79.7 3 SEE 211-310-023 SEE 211-310-023 COMMON AREA COMMON AREA M.B. 438-38 (NORRIS CANYON ESTATES PHASE IV) 01-28-02 330 2.47Ac 8/14/12 12 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 34 1"=100’ 32 340 340 2003 ROLL-X-15 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 22 44 45 46 47 48 49 POR TRACT 7998 M.B. 438-38 (NORRIS CANYON ESTATES PHASE IV) "H" "B" "P" "Y" "K" "V" "U" 06 0507 10 13 04 03 02 11 01 ASHBOURNE CIRCLE"R"HAWKSHEADCIRCLEHAWKSHEADC I R .CLIFFECASTLE141.1 9 N74^3 8 ’ W 215.72N7^47’9"E214.33 R=554109R=1263 0 7 . 2 0198.19 203.1 8 N52^30 ’ 7 " E 130N21^52’11"E180.01N23^1’53"E139.42 N62^13 ’ 4 4 " E 313.90N62^1 3 ’ 4 4 " E 8 9 R = 2 2 4 R=724442.17252.17299.55 N84^46’55"W N5^50’26"E203.47164.70168.23280.52 N84^24’45"W R=215116.28R=676412.86186.7944.20238. 1 7 N69 ^ 1 4 ’ 5 2 " WR=40194.85 19.07R=3022.72R=30 31.06 37.2977.1238.5 1 2 2 . 8 6 37.29 65.50 N41^ 5 8’ 1 0 " E 42.3284.60N4^32’6"W11 1 .48N2 7 ^ 4 6 ’ 3 8 "W 234.35 N71^22’ 5 7 " E 119.567 2 . 2 7 276.06 N47^35’4" E 39.312 6 5 . 4 1N2 7 ^ 4 6 ’ 3 8 "W76.03N4^32’6"W20.4 0 136.23R=48432 N64 ^ 9 ’ 2 8 "W 3 4 . 2 2 R=516 15.15 R=174424 . 2 2 7.41 2.37 3241.7820.91 8.30 20.61 R=17.50 R=17. 5 0 60.70R=51684.15 N41^ 5 8’ 1 0 " E 141 N56^5 5 ’ 3 0 " E 58.32 140.73 N84^41’48"E 199.05 191.28 N84^41’48"E 111.98 151.2 6 N62^40 ’ 2 1 " E 54.81 N76^5 5 ’ 4 7 " W 8 3 . 4 7 N 3 8 ^ 1 1 ’ 2 9 " W111.69N36^58’19"E48 N79^25’ 2 2 " W 75 N 4 1 ^ 5 8 ’ 1 7 " W158N52^4’10"W23 4 . 1 2 N6 3 ^ 3 4 ’ 7 "W 29 0 . 5 1 N 6 1 ^ 2 4 ’ 1 9 "WN54^31’11"W88.42R=1852 6 1 . 0 3N4 9 ^ 5 1 ’ 2 1 "W229.99N29^3’54"E201.86N11^17’22"W203.471 3 2 . 7 6 R = 1 0 5 184.83 COURT R=135 42.236 7 . 5 2N2 7 ^ 1 8 ’ 1 6 "W94.22N34^57’3"E152.29 R=90 22.90 N83^1’7"W R=60 75.80 63.53177.69 R=272 264.52N7^53’45"E185N22^52’19"E33 31 23 35 21 31 48 48303049,246SF 72,909SF87,487SF .99Ac. .64Ac. 48,627SF 49,108SF 53,883SF 1.09Ac. 2.10Ac. 49,770SF FM PG 21 04-30-02 N85^13’51"E DED. TO E.B. REG PARK DIST "G" E.B. REG PARK DIST 12 DED. TO COMMON AREA SEE 211-310-023 35 "J" SEE APN # 211-350-025 SEE APN # 211-350-025(PVT ST)8/15/12 SEE 211-410-001 SEE 211-310-023 TO PG 41 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 36 1"=200’ 28 360 2006 ROLL- PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 1 SUDBURY CTCAMBERLY CT01 02 03 04 05 06 07 51 52 08 09 10 11 14 1312 15 1617 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 POR TRACT 7996 101.40 101. 4 0 101 . 40 1 0 1 . 4 0 N77^29’4"E N85^56’57"E N85^35’10"W N77^7’ 1 8 " W N6 8 ^ 3 9 ’ 2 5 " W 165N16^44’52"W77.12 77. 1 2 R=52 2 7 4 0 . 2 1N25^34’31"EN8^16’59"WN0^1’53"EN8^38’46"EN17^6’39"E77.12 7 7 . 1 2 165 1 0 2 . 5 5 100.11N18^24’10"WN3 1 ^ 4 6 ’ 1 "W 54.68165N57^59’47"WN 4 9 ^ 3 1 ’ 5 5 "W N 4 1 ^ 4 ’ 2 " W N 3 2 ^ 3 6 ’ 9 "W 150.93N36^14’9"EN44^42’2"E N53^9’ 5 4 " E N61^3 7 ’ 4 7 " E 2 6 . 1 4 R = 2 5 20 . 5 4 3 8 . 9 5 R=5 5 64.4820.54 R=25183 R=470 319.34 100.75 97 163.95N17^38’30"W63.2040.48183.9275.32129.71156.59 29.6389.7614 2 N62 ^ 1 2 ’ 2 5 "W85.0985.09858514 6 15 0 29.63 83.831 3 2 . 2 1 72.5915 0 858515 0 157.591 1 6 . 8 0 8 2 . 4 0 112 50.23R=25R=5523.67155.16 39 . 5 0 23.6792.3660.92N30^38’53"EN35^1’35"E89.26N17^13’26"W13 3 . 9 6 32.75137.08 N70^20’ 4 6 " E 1 5 8 . 7 3N2 7 ^ 3 6 ’ 4 5 "W 34 . 9 3 179.38N25^52’11"E33.96 166.32 23.88 N84^54’33"W 182N17^22’10"W37.80 153.42N27^47’35"E1 3 8 . 0 7 89.89N46^47’5"EN62 ^ 1 2 ’ 2 5 "W33.21R=45212.9 6 R=25 37.5919.891 8 8 . 2 5 R=470347.4432.45151.01 N82^45’37"E 120177.5782.1879.49N82^36’40" W N18^46’18"E262.66117.51R=522134.10 2 7 . 1 1 85.76 172.81N5^35’26"E213.39 195.06 408.45 N80^58’36"E 105.63 108.80 107. 4 3 3 0 . 9 8 107.43 1 0 8 . 8 0 1 0 8 . 8 0 2 1 4 . 2 4 N 3 2 ^ 1 0 ’ 4 2 "W83.83 174.24 N72^37’ 2 9 " E 264.28N18^47’32"W 2 4 4 . 7 2N24 ^7 ’8 "W 333.74 N84^3’3"E 1296650.8318 2 . 4 9 N6 6 ^ 5 3 ’ 7 "W 16 5N61 ^ 2 8 ’ 3 1 "W101101117.36N32^15’35"E357.54R=1105178 N6 6 ^ 4 2 ’ 4 4 "W117.36N14^18’58"E165 N71 ^ 5 6 ’ 5 7 " W 101116.04N15^25’57"E165 3 7 6 . 6 3N24 ^7 ’8 "W 75. 3 1 93. 9 1 48.90 154N29^36’1"E54.635 R=25 19.89 3 6 N6 6 ^ 1 0 ’ 1 6 " W 205.56N58^4’20"W84 . 8 3196.79 27.1350.06229.13 N75^25’5 4 " E 27.1184.76 164.35129. 8 7111.05140.42N30^28’14"E35.5535.42 51.3 7 R=45 21 2 . 9 6 16 1 . 1 8 76.03N45^37’43"EN5 9 ^ 1 8 ’ 1 1 "W 85.83 N55^7 ’ 2 5 " E 95.44N46^37’31"E 139.9886.83 111.3 2 N45^37’43"E N55^7 ’ 2 5 " E 19. 8 8 6 169.04N14^12’23"W130.16 93.72 36.44 N6 7 ^ 4 7 ’ 1 6 " W 79.2077.37 N78^38’ 4 4 " W 10.106Ac 175.21N27^20’26"E172.82121.84164.6491.06100.99R=522190.2510812N59^29’33 "W 165 N6 5 ^ 2 2 ’ 8 "W11092.72N27^20’26"EN21^38’18"E91.46108.50165 165 N15^41’38"EN71 ^ 2 1 ’ 1 5 " W N77^1 5 ’ 2 8 " W 85.1686.27N15^41’38"EN21^28’19"E50.07 392.67 N80^29’3 9 " W 2.39 301.16N2^49’38"E9 9 9 . 9 6N2 6 ^ 3 5 ’ 3 1 "W 450 N89^4’30"W 20.0129 37 21 22 21ASHBOURNECIR234 5 6 7 8 9 10 11 12 13 14 15 1617 18 19 20 21 22 "A" "T" "T" "B" 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 "H" "I" FM PG 21 8/9/05 MB 473-46 1/31/05 (NORRIS CANYON ESTATES PHASE III) 21 N9^01’24"W 46.35 52165N27^46’16"E43.16 40.331.67R = 2 5N9^11’23"W8565.08 N73^19’4 0 " E N28^54’51"W 8/15/12 496.02 (36.32) (45.74) 132.94(T ) N85^34’09"E 11.65 (67.47) (103.34)117.9189.09N12^16’51"E68. 9 6 N6 5 ^ 2 4 ’ 1 6 "W23.3071.52N29^2’7"W231.18 N80^54’17"E N64^36 ’ 5 5 " E N10^09’11"EN77^11 ’ 1 0 " W 102.63116.59N4^51’41"E72. 0 6 52 5.200Ac "J" FROM PG 37 19 8 . 6 7 N 4 7 ^ 1 4 ’ 4 2 " W S E E A P N # 2 1 1 - 3 7 0 - 0 7 0 (PVT STS)51,52 C R A N L E I G H C T ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 37 1 " = 2 0 0 ’ 370 2006 ROLL- PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. 01 02 03 04 05 06 07 08 09 10 69 11 12 13 14 15 62 1617 1863 19 20 212223 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 64 54 55 56 57 58 70 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 3839 40 41 42 43 4445 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 "J" "C" "D" "E" "F" "G"165N77^15 ’28 "W 109.50 109 107.34 83.60 330.29 92.30 91.88 90.46 1 6 5 1 6 5 1 6 5 . 3 2 1 6 5 . 2 5 N8 3 ^ 1 2 ’ 5 8 "W N 8 9 ^ 8 ’ 4 9 " W N 8 5 ^ 0 ’ 4 5 " E 17.08 98 N5^48’40 " W 368.36 N5^55’1 " W100 10183.76 N 8 4 ^ 4 ’ 5 9 " E 1 6 5 . 0 7 N 8 4 ^ 4 ’ 5 9 " E N 8 4 ^ 4 ’ 5 9 " E 1 3 5 100 5 0 103.70 N19^15’9 " E 66.10 15.75 N68^55’5"W10.26 27.434 0 . 9 2 27.43 4 0 . 9 2 116.1 9 165N77^11’10"W 102.63 101.4 8 111.6 9 45.45 R=11 0 5 R=105 3 357.54 1 6 5 1 6 5 1 8 7 . 7 0 117.9 1 116.5 9 89.09 N8 2 ^ 3 0 ’ 2 8 "W N 8 7 ^ 4 6 ’ 1 0 "WN8 0 ^ 2 9 ’ 2 9 "W 18.77 28.28 1 6 7 . 9 3 134.3 6N2^32’ 8 " W N12^16 ’ 5 1 " E N4^51 ’ 4 1 " E ASH BOURNE CIR 28.2898.75 1 6 9 . 0 7 N 8 4 ^ 4 ’ 5 9 " E 1 4 9 . 0 7 118.75N5^55’1 " W 45.45 69.08 114 17 9 . 3 9 N 8 4 ^ 4 ’ 5 9 " E 98.41 83.07 86.82 N2^38 ’ 1 2 " E 268.3 0 N2^19 ’ 4 0 " W 48.84 68 N5^55’1 " W 261.591 9 1 . 5 6 N 8 9 ^ 5 3 ’ 5 4 " E 116 116 1 8 8 . 3 3N8 0 ^ 1 0 ’ 5 5 "W170N70^15’43"W75 . 8 2 116.80 15 . 2 5 88 . 4 4 168.70 N5^55’1 " W 12 8 . 4 3 159.59 N10^59 ’ 2 5 " E 54 . 3 7 19.89 16.1 1 14 3 . 1 1 N 7 9 ^ 1 0 ’ 4 8 " E 133.231 7 3 . 22 N64^2 ’35 "E41.6747.70 211.91 N7^10’27 " W 78.68 134.18 N24^3’54"E 50.89139.225 4 . 6 1 212.96152.9150.1 9 10 0 . 3 7 14.61R=2 5 R=2519.8 8 70 . 4 2 160.4 0 N12^ 3 9’ 5 5 " W 34 . 1 3 54 . 8 588.5920.08 166.98 4 5 . 4 0 1 4 0 . 2 4 143.80 160 . 3 2 N7 9 ^ 4 ’ 5 8 "W169.3950.57N67^40’17"W219.97176.57 N13^41 ’ 2 9 " E 157.23 N13^41 ’ 2 9 " E 56.4399 . 4 5 N 8 2 ^ 1 5 ’ 3 0 " E 157.61 N24^3’54"E 279.18 N7^10’27 " W 32 2 . 6 8 N 7 9 ^ 1 0 ’ 4 8 " E 27.31 N55^19’6"W 69.30N5^48’40 " W 86.26 86.63 87.11 5 0 . 0 7 100.86 211.01N59^40’4"WR=722 107.2898 160N51^9’15"W160.84131 119.63160160N43^22’38"W25.0151.56135.62 138.44 N42^44’4"E N34^57’26"E50.31119 122.6 8 95.9 8 50.16160N33^46’35"WN52^ 1 1 ’ 5 6 " E 102. 0 7 N5 6 ^ 3 1 ’ 1 7 " E 88.85 88.71 N46^19’ 3 2 " E 88.71 N41^4’22"E 33.78 75 . 9 9 N52^ 1 1 ’ 5 6 " E 25. 2 7 82. 7 3 102. 3 5N35^47’42"W93.30 R=1178 108 160N56^48’24"W108 93.30 108 N51^33’14"W93.30 93.30 108 21.5090.0 R=620 N59^44’56"W97.05 97.0 5 109.64 109.65 109. 6 5 R=1230 622.1 1 595.8 1 N32^30’41"E N37^1’56"E 97.05N55^13’42"WN50^42’27"WN46^11’12"WN41^39’57"WN37^8’43"WN32^37’28"WN60^32’47"W160N50^6’48"WN40^16’45"W122 115 99.4 9 18. 3 2 R=670 96.3 3 87.43 92.74 N34^40’12"E N44^48’14 " E N54 ^ 4 7 ’ 4 9 " E N55 ^ 6 ’ 5 5 " E N50^3 5 ’ 4 0 " E N46^4’2 5 " E N41^33’10"E 86.68 N42^58’23"E N32^25’56"E 90.97 160117 N52^25’59"WN41^37’15"WN 8 4 ^ 4 ’ 5 9 " E 1 8 . 8 5 7 4 . 2 6 170 N8^18 ’ 4 5 " E 1 2 8 . 4 1 N 8 7 ^ 4 4 ’ 3 1 " E WYCOMBECT94.13149.5 4N77^26 ’30 "W 2 0 2 .5 4 182.60 N26^21’3"E5394.9295.9110.0R=2992 6 4 . 3 0R=2512 2 1 . 8 7 1 4 8 . 0 3 72.06 150 N27^52’26"EN45^15’49"W204.46109.54187.37 N37^58’1"E 73.8457.66114.6784N47^14’42"W198.67158 N34^32’E111.8368.96N65^24’16"W182 N21^22’12 " E 6 6 . 0 2 23.30 133.60154.89 N29^52’1"E 2 9 . 4 4 12.41 1 2 1 . 0 8 71.52N29^2’7"W23 1 . 1 8 N 8 0 ^ 5 4 ’ 1 7 " E 1 9 0 .5 6 N64^36’55"E 20 121.51 37.34R=25206.35N15^20’17"W76.08N18^2’25"W146.32173.92 N37^38’5"E 70.4031.0365.9640.0356.8350156.81 N36^52’17"E 83.29R=45180.39 30.62102.84138.2118.15 11.85 13.20 28.77 R=20 10.81 30.42 R = 2 0 30 42.5092.7772.85166.96 N33^7’8"E 188.21N62^26’59"W20.66210.43 N37^38’5"E 157.90N45^32’7"W192.2 4 N52^ 3 7 ’ 3 1 " E 100N34^51’15"WR=2154.26 179. 3 9 N54 ^ 2 8 ’ 3 0 " E 66.48 168.87N49^56’31"W56.70R=164120 . 33 136.59 N28^40’31"E 63.63 2 9 . 4 4 5 7 . 0 1141.24N73^20’46"WR=324R=276 POR TRACT 7996 .300Ac. .640Ac. 1.060Ac 21 23 21 36 113.61 29 31 21 38 PVT STS FM PG 21 8/9/05 N10^09 ’ 1 1 " E 5296.45 52N46^18’03"WN41^02’53"WN 7 6 ^ 5 7 ’ 5 2 " E N35^49’11"E MB 473-46 (NORRIS CANYON ESTATES PHASE III) 1/31/05 81.08 R=672 224.36 "AA"67 11 9 . 9 3 100.22 .391Ac A A A A 5 "B" LT 5 & PCL B TR 8566 MB 508-45 (WIEDEMANN RANCH ESTATES) 1/28/09 96 . 4 1 81.85 R= 4 5 A-2010 ROLL- 1.957Ac TO PG 36 7.30Ac PVT STS 8/15/12 69,70 ASSESSOR’S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE211 411"=200’ 410 M.B. 432-30 (NORRIS CANYON ESTATES) PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR’S PARCELS MAY NOT COMPLY WITH LOCAL LOT SPLIT OR BUILDING SITE ORDINANCES. "A" COMMON AREA "R" "O" "M" "N" "P" "Q" 30 27 23 38 "E" "S" "Q" "R" "P" "R" 38 35 34 POR TRACT 7575A - 2002 ROLL- A A A A C C PCL A TR 8566 MB 508-45 C C B - 2003 ROLL- C - 2006 ROLL- POR TRACT 7998 POR TRACT 7996 C C C C C C CC C C C B B B B B B B B B B B B M.B. 438-38 (NORRIS CANYON ESTATES PHASE IV) M.B. 473-46 (NORRIS CANYON ESTATES PHASE III) FM. PGS 30,34,35,38 8-15-12 N07^53’45" E 2 6 4 . 5 2 N2 2 ^ 5 2 ’ 1 9 " E 1 8 5 . 0 0177.69N52^04’10"W 158.00N84^41’48"E 199.05N 5 6 ^ 5 5 ’ 3 0 " E 1 4 1 . 0 0 84 . 1 5 22.86 60 . 7 0 N84^41’48"E 191.2820.91 8.30 2.37 75.00 48.00N61^24’19"W 290.51N50^15’40" W 179.06156.62143.1 7 106.5 8 N33^42 ’ 2 0 " W 1 4 2 . 3 3 183.48N68^21’42"W 195.0089.00N74^26’19"W 186.6160.00 118.6 7 66.00 62.00N10^58’ 2 2 " E 4 0 7 . 9 8 N10^58’ 2 2 " E 2 3 6 . 7 3 N50^54’39" W 468.57 N50^54’39" W 357.95 N06^12’21"E 34 3 . 4 9 N06^12’21"E 3 8 2 . 3 2155.07N28^44’30 "E 199 .61N79^25’48"W 241.62195.87N59^21’11"W 206.361 1 4 . 1 2 182.3 4 N29^32’21"E 207 .00R=374.0072.85167.00 126.76N28^5 9 ’ 1 1 " W 1 5 7 . 2 7 193.77 N49^ 2 4’ 4 3" W 1 4 8. 4 7 N13^4 3 ’ 3 6 " E 1 5 6 . 8 5 181.10 96.45 100.0076.6385.66R=78.0079.10 162.1 6 N28^04 ’ 5 6 " W 1 3 4 . 3 5 130.98 42.4588.379 3 . 1 4 49. 7 6 N 3 9 ^ 3 9 ’ 3 1 " E 1 7 0 . 4 7 N18 ^ 2 5 ’ 4 0 " E 2 2 4 . 0 5154.84112.88 153.6797.39 91.43 101.00 81.75 67.38 67.381 6 0 . 0 0 R=326.00173.58N01^52’03"W 149.39 1 4 3 . 9 4 7 2 . 1 0 1 2 1 . 0 5 N 4 6 ^ 5 6 ’ 2 9 " E 1 4 3 . 9 4 52.0 8 52.08 75.39165.00 206.47N 4 4 ^ 5 7 ’ 0 5 " E 2 0 5 . 2 2 N46^51’ 2 1 " W 4 7 8 . 6 6 7 8 . 9 8 8 4 . 8 614.7330.72 1 6 2 . 5 3 83.36N14^4 2 ’ 5 7 " E 1 3 9 . 4 6 109.2 4 77.5244.001 3 1 . 2 523.00125.6416.0040.26N66^06’13"W 185.19115.62113.50 128.7142.67108.72 86.14 92.39120.52111.07 65 . 4 8121.661 1 5 . 4 3 1 1 2 . 9 9 25.01 53.93N48^ 5 7’ 0 1" W 2 3 3. 1 8 85.45 121. 7 7 20.61 01 15.89Ac ASHBOU R N E C I R CIRASHBO URNER=272ASHBOURNECIR R=272ASHBOURNECIR APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kate Rauch 510-231-8691 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 25 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:Resolution proclaiming May 11 to May 19, 2019 as the 23rd Annual East Bay Affordable Housing Week in Contra Costa County AGENDA ATTACHMENTS Resolution 2019/112 Resolution 2019/112 MINUTES ATTACHMENTS Signed Resolution No. 2019/112 In the matter of:Resolution No. 2019/112 Declaring May 9 to May 19, 2019 as the 23rd Annual East Bay Affordable Housing Week. WHEREAS, quality affordable housing is vital to healthy, safe, vibrant, and diverse communities; and WHEREAS, affordable homes are the solution to homelessness, and provide support to seniors, families, youth, veterans, and people with disabilities; and WHEREAS, rising housing costs have led longtime residents to be displaced, live in overcrowded and substandard homes, or become homeless, threatening our region’s diversity and economic prosperity; and WHEREAS, creating new permanently affordable homes and preserving and improving existing housing helps our residents maintain community roots and encourages racial and economic diversity for generations; and WHEREAS, affordable homes close to public transit and jobs reduce greenhouse gas emissions and provide low income families better access to opportunities and amenities; and WHEREAS, empowering and engaging local resident leaders helps to shape better housing, tenant protections, and development policies; and WHEREAS, non-profit organizations, local jurisdictions, community organizations, faith-based groups, and many others continue to build inclusive communities by providing shelter, homes and support for low-income people and those with special needs; and WHEREAS, local jurisdictions such as (insert appropriate language), play an important role by raising local resources for affordable housing to leverage federal, state and other funds; and WHEREAS, East Bay Housing Organizations has organized Affordable Housing Week for 23 years and will feature 17 events in 9 cities, acknowledging the need for and benefits of affordable housing; and THEREFORE BE IT RESOLVED that the Board of Supervisors of Contra Costa County do hereby proclaim May 9 – 19th, 2019 as the 23rd Annual Affordable Housing Week in Contra Costa County, THEREFORE BE IT FURTHER RESOLVED that the Board of Supervisors of Contra Costa County will work to support affordable housing at the local, regional and state level and will encourage residents of Contra Costa County to participate in Affordable Housing Week activities. ___________________ 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: May 7, 2019 David J. Twa, By: ____________________________________, Deputy C.25 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Lauri 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: May 7, 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:Candace Andersen, District II Supervisor Date:May 7, 2019 Contra Costa County Subject:Resolution congratulating Sigray for its 2019 Innovation Award AGENDA ATTACHMENTS Resolution 2019/125 MINUTES ATTACHMENTS Signed Resolution No. 2019/125 In the matter of:Resolution No. 2019/125 recognizing Sigray for their 2019 Innovation Award. Sigray Incorporated, located in the community of Pacheco in Contra Costa County, California received the East Bay Economic Development Alliance’s 2019 Innovation Award in the category of Engineering and Design; and Whereas, Sigray’s groundbreaking work in the field of x-ray technology, specifically synchrotron-grade x-ray microscopes to help scientists conduct cutting-edge research in a broad range of fields such as semiconductor design, cancer research, advanced materials development, and natural resource extraction, and undoubtedly will play a role in future scientific breakthroughs; and Whereas, Sigray’s founders and leadership have chosen Contra Costa County for its headquarters and the company is considered a valuable member of our manufacturing industry cluster; and Whereas, Contra Costa County is a member of the East Bay Economic Development Alliance and delighted to recognize our Contra Costa companies helping to make the East Bay a great place for research, technology, and innovation. that the Board of Supervisors of Contra Costa County does hereby honor and thank Sigray, Inc. for its dedicated commitment to the Contra Costa County business ecosystem, and congratulates it on its 2019 Innovation Award. ___________________ 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: May 7, 2019 David J. Twa, By: ____________________________________, Deputy PR. 2, C.26 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Lauri 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 27 To:Board of Supervisors From:Candace Andersen, District II Supervisor Date:May 7, 2019 Contra Costa County Subject:Resolution congratulating Trov for being recognized as a finalist for the 2019 Innovation Awards. AGENDA ATTACHMENTS Resolution 2019/126 MINUTES ATTACHMENTS Signed Resolution No. 2019/126 In the matter of:Resolution No. 2019/126 congratulating Trov for being recognized as a finalist in the 2019 Innovation Awards. Trov, headquartered in the Town of Danville in Contra Costa County, California was a finalist for the East Bay Economic Development Alliance’s 2019 Innovation Award in the category of Information and Communication Technology; and Whereas, Trov, the world leader in On-Demand Insurance which intelligently protects anything, anytime, anywhere, powers digital insurance solutions for innovative businesses, and also provides consumers with On-Demand Insurance for single items; and Whereas, Trov’s founder, Scott Walchek, has chosen Danville and Contra Costa County as a location with access to a talented workforce and work-life balance, and the company is considered a valuable member of our financial services industry cluster; and Whereas, Contra Costa County is a member of the East Bay Economic Development Alliance and delighted to recognize Contra Costa companies helping to make the East Bay a great place for research, technology, and innovation. that the Board of Supervisors of Contra Costa County does hereby honor and thank Trov for its dedicated commitment to the Contra Costa County business ecosystem, and congratulates them for being recognized as a finalist for the 2019 Innovation Awards. ___________________ 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: May 7, 2019 David J. Twa, By: ____________________________________, Deputy PR.2, C.27 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Dominic Aliano, (925) 608-4200 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 28 To:Board of Supervisors From:Federal D. Glover, District V Supervisor Date:May 7, 2019 Contra Costa County Subject:Proclaiming the Month of May as Watershed Awareness Month in Contra Costa County AGENDA ATTACHMENTS Resolution 2019/152 MINUTES ATTACHMENTS Signed Resolution No. 2019/152 In the matter of:Resolution No. 2019/152 Proclaiming the Month of May as Watershed Awareness month in Contra Costa County WHEREAS, in Contra Costa County there are hundreds of miles of creeks, these creeks beautify our county but need us to be good community stewards of these delicate systems in order to thrive; and WHEREAS, even seemingly minor incidents can have significant impact on the health of our waterways; and WHEREAS, many citizens of Contra Costa County are working to improve the health and quality of our creeks by volunteering as the stewards of our watersheds; and WHEREAS, staff and volunteers of the Contra Costa Resource Conservation District and its partners need to highlight the importance of clean water practices in the county; and WHEREAS, it is vitally important that we support and continue our educational efforts to provide information about pollution prevention, water-wise community activities and the restoration and enhancement of our natural watersheds; and WHEREAS, it is critical to intensify public awareness of the needs of our watersheds and their ability to produce positive change through volunteering and taking responsibility for these natural systems; and WHEREAS, the Contra Costa Resource Conservation District and its partners requests public support and assistance in its continued work toward cleaner, healthier waterways in Contra Costa County. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County, join watershed advocates and support educational and outreach programs in the belief that all community members must be part of the solution to create community stewardship and enhance the beauty of our environment, along with the United States Government and State of California, we do by hereby proclaim May as Watershed Month in Contra Costa County. ___________________ 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: May 7, 2019 David J. Twa, By: ____________________________________, Deputy C.28 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kate Rauch 510-231-8691 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 29 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:PROCLAIMING MAY 5 – 11, 2019 “INTERNATIONAL COMPOST AWARENESS WEEK” in Contra Costa County AGENDA ATTACHMENTS Resolution 2019/146 MINUTES ATTACHMENTS Signed Resolution No. 2019/146 In the matter of:Resolution No. 2019/146 PROCLAIMING MAY 5 – 11, 2019 “INTERNATIONAL COMPOST AWARENESS WEEK” in Contra Costa County.  WHEREAS, International Compost Awareness Week, a world-wide education initiative that started in Canada in 1995, is the largest and most comprehensive education initiative of the compost industry. The goal of the program is to raise awareness around the benefits of using compost to improve or maintain high quality soil, to grow healthy plants, reduce the use of fertilizers and pesticides, improve water quality and protect the environment; and  WHEREAS, the California Environmental Protection Agency, in coordination with the Department of Resources Recycling and Recovery, the State Water Resources Control Board, the State Air Resources Board, and the Department of Food and Agriculture, have developed and implemented policies to aid in diverting organic waste from landfills by promoting the use of agricultural, forestry, and urban organic waste as a feedstock for composting and by promoting the appropriate use of that compost throughout the state; and  WHEREAS, composting is a way of returning organic resources to the soil and is a way of conserving water during extreme drought or flooding conditions, reducing water consumption and non-point pollution; and a proven method of decreasing the dependence on chemical fertilizers and decreasing erosion; and  WHEREAS, composting creates green jobs and infrastructure for cities, counties and states that implement composting programs; and  WHEREAS, composting is an effective form of waste reduction, reuse, and recycling, and since organic materials make up approximately 30 percent of the material going to landfills, composting is becoming one of the primary methods communities use to reach waste diversion goals and create sustainable communities; and  WHEREAS, composting is recognized by the State Air Resources Board as an important tool to sequester massive amounts of carbon in California’s soils to help immediately reverse global warming; and  WHEREAS, this year’s theme Cool the Climate – Compost!, was selected to highlight the connection between soil health and the climate. Soil plays an important role in our environment. Healthy soil is at the heart of planetary, agricultural and human health. This year's theme shows the relationship between soil management practices with compost is key to soil health and mitigating climate change. By composting, we return nutrients to the soil, help capture carbon from the atmosphere, resist drought and disease and provide fresh air. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors in recognition of the efforts of public agencies, non-governmental organizations, soil conservation stewards, householders, landscapers, farmers, recyclers, composters, gardeners, and plant growers everywhere, does hereby proclaim the week of May 5 - 11, 2019 as International Compost Awareness Week in Contra Costa County.  ___________________ 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:    May  7, 2019    David J. Twa,    By: ____________________________________, Deputy C.29 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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 510.231.8686 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 30 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:National Sexual Assault Awareness Month 2019 AGENDA ATTACHMENTS Resolution 2019/159 MINUTES ATTACHMENTS Signed Resolution No. 2019/159 In the matter of:Resolution No. 2019/159 In the Matter of recognizing April 2019 as National Sexual Assault Awareness Month in Contra Costa County. WHEREAS, In California there were 14,724 forcible rapes in 2017 and 274 forcible rapes reported in Contra Costa County in the same year; with an increasing number affecting adolescents, and WHEREAS, sexual assault affects every person of Contra Costa County as a victim/survivor or as a family member, significant other, neighbor or co-worker of a victim/survivor; and WHEREAS, many citizens of Contra Costa County are working to provide quality services and assistance to sexual assault survivors; and dedicated volunteers help staff 24-hour crisis hotlines, respond to emergency calls and offer support, comfort and advocacy during forensic exams, criminal proceedings, and throughout the healing process; and WHEREAS, staff and volunteers of Community Violence Solutions and its Rape Crisis Center, Children’s Interview Center, Prevention Department, HOPE Therapy Services and Anti-Trafficking Project programs in Contra Costa County are promoting education by offering training to schools, churches, and civic organizations, as well as medical, mental health, law enforcement, education, and criminal justice personnel regarding sexual assault issues; and WHEREAS, it is vitally important that continued educational efforts to provide information about prevention and services for sexual assault be supported and enhanced; and WHEREAS, it is critical to intensify public awareness of sexual assault, to educate people about the need for citizen involvement in efforts to reduce sexual violence, to increase support for agencies providing sexual assault services, and to increase awareness of the healing power of creative expression; and WHEREAS, Community Violence Solutions requests public support and assistance as it continues to work toward a society where all women, children, and men can live in peace, free from violence and exploitation; NOW THEREFORE BE IT RESOLVED, That the Board of Supervisors of Contra Costa County, join anti-sexual violence advocates and support service programs in the belief that all community members must be part of the solution to end sexual violence. Along with the United States Government and State of California, I do hereby proclaim April as “Sexual Assault Awareness Month!” ___________________ 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: May 7, 2019 David J. Twa, By: ____________________________________, Deputy PR.1, C.30 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kate Rauch 510-231-8691 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 31 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:Honoring the East Bay Center for Performing Arts on its 50th Anniversary AGENDA ATTACHMENTS Resolution 2019/161 MINUTES ATTACHMENTS Signed Resolution No. 2019/161 In the matter of:Resolution No. 2019/161 Honoring the East Bay Center for Performing Arts of Richmond, California on its 50th Anniversary    WHEREAS, East Bay Center for the Performing Arts (the Center) is a California nonprofit public benefit corporation that has been in existence and active in Contra Costa County since 1968/69, that offers programs and training in theater, music and dance; and      Whereas, East Bay Center for the Performing Arts engages youth and young adults in imagining and creating new worlds for themselves and new visions for their communities through the inspiration and discipline of rigorous training in world performance traditions; and     Whereas, this year, 2019, East Bay Center for the Performing Arts is celebrating its 50th Anniversary as a community-based arts center located in Richmond’s Iron Triangle neighborhood, the Center has become an anchor institution in this ethnically diverse city, providing outstanding opportunities for artistic training, exploration, and development to generations of residents; and     Whereas, the core values of the Center are to improve the lives of Contra Costa County youth, increase their self-esteem and nurture parental, family, and civic involvement in their education; and, the Center believes that providing children and families with a safe, professional space for relevant artistic and community-building programs is vitally important to the success of these objectives; and     Whereas, the Center offers a holistic, cross-cultural, cross-disciplinary approach that reflects the best practices in arts programming for young people, and affirms our faith in the capacity of art to cultivate the beauty, ability, and potential that resides in each of us; and     Whereas, each year the Center serves 600 students in 85 free or low-cost performing arts classes at the Winters Building main site, and another 3,500 students in 89 classrooms in 15 schools and community centers in Richmond; and     Whereas, East Bay Center for Performing Arts provides robust programming at its beautiful home in the renovated Winters Building in downtown Richmond and through outreach to schools and community programs; and     Whereas, the Center’s programs include its tuition-free, year-round, six-year, comprehensive performing arts training program, Young Artist Diploma Program, to 130 students each year; and     Whereas, the Center also provides student support services to all students, with a focus on the Young Artist Diploma students, which includes special groups (Living Loud! and Students Leadership Council), academic tutoring, college prep, and career training through internships; and        Whereas, East Bay Center for the Performing Arts, reaches local audiences of 20,000 through in-house programs, as well as “Call & Response” performances at community gatherings, festivals, and celebrations by the Center’s nine resident performing companies: West African Music & Dance Ensemble, Son de la Tierra (Mexican music & dance), Mien Legends (Mien music & dance), Bloco Steel Drum Band, Iron Triangle Theater, Richmond Chamber Ensemble, Iron Triangle Urban Ballet, Richmond Jazz Collective, and Voices of Reason.  NOW, THEREFORE, BE IT RESOLVED that the Contra Costa Board of Supervisors does hereby honor the Board of Directors, faculty, and staff of the East Bay Center for the Performing Arts for their long-standing contributions to the County and its citizens, and congratulate them on their 50th Anniversary and declare May 11 as “East Bay Center for the Performing Arts Community Celebration” day.  ___________________ 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:    May  7, 2019    David J. Twa,    By: ____________________________________, Deputy C.31 RECOMMENDATION(S): REAPPOINT the following staff to the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee, with terms expiring December 31, 2019: • Contra Costa County seat: Robert Sarmiento, Department of Conservation and Development • Contra Costa County seat-Alternate: Jerry Fahy, Public Works Department FISCAL IMPACT: No impact to the General Fund. Staff time for this effort has been incorporated into the Departments' budgets. BACKGROUND: With the formalization of the Countywide Bicycle and Pedestrian Advisory Committee (CBPAC) in 2011, the bylaws (Exhibit A) call for member agencies to reappoint representatives or appoint new staff representatives every other year for a two-year term. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Robert Sarmiento (925) 674-7822 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: John Cunningham, Jerry Fahy C. 32 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:Staff Appointments to the Contra Costa Transportation Authority's Countywide Bicycle and Pedestrian Advisory Committee BACKGROUND: (CONT'D) The structure of the CBPAC is as follows (from the CBPAC bylaws): 1. One citizen and one staff person plus one alternate appointed by each of the four Regional Transportation Planning Committees; 2. One staff person plus one alternate appointed by the County of Contra Costa; 3. One representative plus one alternate appointed by the East Bay Regional Park District; 4. One citizen representative plus one alternate appointed by Bike East Bay; 5. Two citizens appointed by the Authority, one of whom is familiar with issues of youth walking and bicycling and one of whom is familiar with issues of seniors and disabled non-motorized transportation. CONSEQUENCE OF NEGATIVE ACTION: If the recommended action is not taken, the County will not be represented on the Countywide Bicycle and Pedestrian Advisory Committee, and the County's position will not be represented during the development of recommendations on planning and funding issues related to walking and bicycling policies in Contra Costa County. CHILDREN'S IMPACT STATEMENT: The Countywide Bicycle and Pedestrian Advisory Committee reviews policies and projects that support safe routes to schools. ATTACHMENTS Exhibit A - CCTA CBPAC Bylaws 2999 Oak Road, Suite 100, Walnut Creek CA 94597 Phone 925 256 4700 | Fax 925 256 4701 | www.ccta.net B Y -L AWS Countywide Bicycle and Pedestrian Advisory Committee Adopted October 19, 2011 These by-laws outline the purpose, membership, responsibilities, and operating procedures of the Contra Costa Countywide Bicycle and Pedestrian Advisory Committee (herein “CBPAC”) of the Contra Costa Transportation Authority (the “Authority”). 1. Name and Authorization The name of this organization shall be the Contra Costa Countywide Bicycle and Pedestrian Advisory Committee (CBPAC). 2. Purpose 2.1. The purpose of the CBPAC is to advise the Authority on bicycle and pedestrian issues and to help the Authority carry out its responsi- bilities as a sales tax and congestion management agency. 2.2. The CBPAC shall have the responsibility to: 2.2.1. Oversee updates to the CBPP and other Authority policy documents and help implement the policies established therein 2.2.2. Review and provide recommendations on applications for funding for bicycle and pedestrian projects and programs 2.2.3. Review and comment on “complete streets” checklists re- quired of proposed projects 2.2.4. Address other bicycle or pedestrian issues facing the Au- thority, Contra Costa and the region By-Laws — Proposed Countywide Bicycle and Pedestrian Advisory Committee Page 2 3. Membership 3.1. The CBPAC shall be comprised of 13 members, plus alternates as noted, appointed from the following agencies: 3.1.1. One citizen and one staff person plus one alternate ap- pointed by each of the four Regional Transportation Plan- ning Committees 3.1.2. One staff person plus one alternate appointed by the Coun- ty of Contra Costa 3.1.3. One representative plus one alternate appointed by the East Bay Regional Park District 3.1.4. One citizen representative plus one alternate appointed by the East Bay Bicycle Coalition 3.1.5. Two citizens appointed by the Authority, one of which fa- miliar with issues of youth walking and bicycling and one of which familiar with issues of seniors and disabled non- motorized transportation 3.2. Citizen members shall be residents of Contra Costa. 3.3. Members shall represent the general countywide interest and not solely the interest of their appointing authorities or any specific or- ganization. 3.4. At the discretion of the respective appointing body, CBPAC mem- bers are subject to recall at anytime. 3.5. Members shall be appointed for two year terms. There shall be no limit on the number of consecutive terms which a member may serve. 3.6. If a member fails to attend three consecutive meetings, whether regularly scheduled or special, the position to which that member was appointed shall be considered vacant. Attendance by an alter- nate for that position shall be considered attendance by the mem- ber. By-Laws — Proposed Countywide Bicycle and Pedestrian Advisory Committee Page 3 3.7. A vacancy in a position shall be filled for the remainder of the term by the alternate assigned to that position, if any, or until the ap- pointing agency appoints another person to fill that position. 4. Officers 4.1. The Officers of the CBPAC shall be a Chair and a Vice-Chair. Their duties shall be as follows: 4.1.1. Chair: Presides over CBPAC meetings; reviews the meeting agenda; appoints subcommittees and subcommittee chairs; and reports the CBPAC's actions and decisions to the Au- thority as appropriate. 4.1.2. Vice-Chair: Presides over the CBPAC meetings in the ab- sence of the Chair; conducts the other duties of the Chair in his/her absence. 4.2. Election of Officers shall be made as follows: 4.2.1. Chair: The Chair’s term of office shall be for one calendar year. The Chair shall be elected each year at the last meet- ing of the calendar year by a majority of the CBPAC mem- bers present and voting, and shall serve until replaced by a newly-elected chair. If the term of appointment of the Chair expires before the year is out, and that member does not seek or accept reappointment, the Vice-Chair will serve as Chair until the following January. 4.2.2. Vice-Chair: This officer shall be elected by a majority of the CBPAC members present and voting at the last meeting of the calendar year. The term of office shall be for one year. If the term of appointment of the Vice-Chair expires before the year is out and that member does not seek or accept reappointment, the Committee will hold an election for a Vice-Chair to serve out the remainder of the term. 4.3. In the event of a vacancy in the office of the Chair, the Vice-chair shall be elevated to the office of Chair for the remainder of the ca- lendar year term, and the CBPAC shall nominate and elect a new Vice-chair. By-Laws — Proposed Countywide Bicycle and Pedestrian Advisory Committee Page 4 5. Voting 5.1. Decision-making by the CBPAC shall be by consensus. The CBPAC shall use formal voting only where consensus among members, and alternates attending in place of a member, cannot be reached. 5.2. Each member shall have one vote. Alternates are eligible to vote when seated in place of their regular committee member. 5.3. A quorum shall consist of a majority of the then-appointed CBPAC members. Vacant positions shall not be considered in calculating whether a quorum has been achieved. Alternates attending instead of regularly-appointed members shall be considered as members in determining whether a quorum has been achieved. 5.4. Actions taken by the CBPAC must be approved by a majority of those members or alternates eligible to vote at a meeting at which a quorum has been achieved. 6. Meetings 6.1. All CBPAC meetings shall be posted public meetings conducted in compliance with the Brown Act. 6.2. The regular meetings of the CBPAC are generally scheduled for the fourth Monday of every other month beginning in January of every year at 11:00 a.m. in the Authority offices at 2999 Oak Road, Suite 100, Walnut Creek, California 94597. Additional or alternative meetings may be scheduled to address issues requiring more im- mediate consideration. 6.3. The rules contained within the current edition of Robert's Rules of Order (Newly Revised) shall govern the CBPAC in all cases to which they are applicable and in which they are not inconsistent with these bylaws, the Authority’s Administrative Code, the Authority’s Office Procedures Guide, and any special rules of order the CBPAC may adopt. 7. Subcommittees 7.1. The Chair may establish subcommittees and ad hoc committees as necessary. By-Laws — Proposed Countywide Bicycle and Pedestrian Advisory Committee Page 5 7.2. Each subcommittee shall consist of at least three (3) CBPAC mem- bers. Members shall be reappointed annually. 8. Amendment of By-Laws Amendment of these bylaws may be initiated either by the CBPAC or the Authori- ty directly. Amendment by the CBPAC requires a two-thirds (2/3) vote of the CBPAC members present and voting at any regular meeting of the CBPAC, and subsequent approval by the full Authority Board. Amendment by the Authority would be made consistent with the Authority’s adopted procedures. 9. Communications and Reporting 9.1. The primary channel of communication for the CBPAC shall be through written and oral reports from the CBPAC to the Technical Coordinating Committee, and through that committee to the Plan- ning Committee and Authority board. 9.2. Reports from the CBPAC should reflect the consensus of the CBPAC. If consensus has not been achieved, the Chair shall convey to the Authority that the CBPAC position reflects a majority vote, and the Chair shall acknowledge and convey minority opinions. 9.3. CBPAC members are encouraged to report back to their appointing Councils or boards on at least an annual basis and more frequently if warranted. 10. Conflict of Interest 10.1. There shall be no monetary gain by members of the CBPAC as a re- sult of their membership and actions on the CBPAC. 10.2. CBPAC members shall recuse themselves from discussion and vot- ing on issues in which they might have a personal financial interest or benefit. RECOMMENDATION(S): ACCEPT the resignation of Dr. Melinda V. Mclain from Alternate Seat #1 and APPOINT Dr. Melinda V. Mclain to Appointed Seat 7 of the El Sobrante Municipal Advisory Council to a term ending 12/31/2022, as recommended by Supervisor John Gioia. FISCAL IMPACT: None BACKGROUND: The council shall advise the Board of Supervisors on: 1) Services which are or may be provided to unincorporated El Sobrante by the County or other local governmental agencies. Such services include, but are not limited to, public health, safety, welfare, public works, and planning, 2) the feasibility of organizing the existing special districts serving unincorporated El Sobrante in order to more efficiently provide public services such as, but not limited to, water, sewer, fire, and parks and recreation, 3) representing unincorporated El Sobrante before the Local Agency Formation Commission on proposed boundary changes affecting the community, 4) representing unincorporated El Sobrante before the County Planning Commission(s) and the Zoning Administrator on land use and other planning matters affecting APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: James Lyons, 510-231-8692 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 33 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:Appoint Dr. Melinda V. Mclain from to Appointed Seat 7 of the El Sobrante Municipal Advisory Council BACKGROUND: (CONT'D) the community. In this regard, the Council shall cooperate with any other planning advisory bodies in unincorporated El Sobrante in order to avoid duplication and delay in the planning process, 5) Provide input and reports to the Board of Supervisors, County staff, or any other County hearing body on issues of concern to unincorporated El Sobrante, and 6) representing unincorporated El Sobrante before other public entities and agencies. It is understood that the Board of Supervior's is the final decision making authority with respect to issues concerning unincorporated El Sobrante and that the Council shall shall solely in an advisory capacity. Supervisor Gioia recruits for his advisory body openings in a number of ways including through his website, blasts, newsletters, and the traditional media; interviewing eligible candidates. RECOMMENDATION(S): APPOINT Frances Smith to the Richmond Local Committee Seat on the Advisory Council on Aging as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Frances Smith is to be appointed to the Advisory Council on Aging, Richmond Local Committee Seat, with a term ending September 30, 2020. The seat is currently vacant. The Richmond City Council appointed Frances Smith to be Richmond's representative on the ACOA, during its April 2, 2019 meeting. The Advisory Council on Aging provides a means for countywide planning, cooperation, and coordination for individuals and groups interested in improving and developing services and opportunities for the older residents of the County. The Council provides leadership and advocacy on behalf of older persons as a channel of communication and information on aging. CONSEQUENCE OF NEGATIVE ACTION: The requested seat would not be filled and the Advisory Council on Aging may not be able to conduct routine business. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 34 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Appointment to the Advisory Council on Aging RECOMMENDATION(S): Accept the resignation of Victoria Lynn Curtis from Alternate Seat #1 and appoint her to Regular seat #3. Please declare alternate seat #1 vacant, as recommended by Supervisor Gioia. FISCAL IMPACT: None BACKGROUND: Mrs. Curtis has been successfully serving as an alternate and Supervisor Gioia would like her to fill Regular Seat #3 which was recently vacated by Anthony King. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: James Lyons, 510-231-8692 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 35 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:Appoint Victoria Lynn Curtis to seat 3 of the East Richmond Heights Municipal Advisory Council RECOMMENDATION(S): 1. REAPPOINT John Cunningham (Department of Conservation and Development) and Will Nelson (Department of Conservation and Development) as the County's staff representatives on the Technical Coordinating Committee of the Contra Costa Transportation Authority; and REAPPOINT Jamar Stamps (Department of Conservation and Development) and Aruna Bhat (Department of Conservation and Development) as their alternates, respectively, for the period March 31, 2019 to March 31, 2021. 2. REAPPOINT Jerry Fahy (Public Works Department) as the County's staff representative on the Technical Coordinating Committee of the Contra Costa Transportation Authority; and APPOINT Mary Halle (Public Works Department) as his alternate, for the period March 31, 2019 to March 31, 2021. FISCAL IMPACT: None. The staff costs associated with participating on the Technical Coordinating Committee have been included in the budgets of each department. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Robert Sarmiento (925) 674-7822 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: John Cunningham, Jerry Fahy, Will Nelson C. 36 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:Staff Appointments to the Contra Costa Transportation Authority's Technical Coordinating Committee BACKGROUND: The Contra Costa Transportation Authority (Authority) convenes its Technical Coordinating Committee (TCC) monthly to advise the Authority on technical issues pertaining to the Countywide Transportation Plan and Growth Management Program and the Authority's work as the Countywide Congestion Management Agency. The TCC is composed of three representatives from the County, three representatives from each of the four regional transportation planning committees, and one representative each from the Metropolitan Transportation Commission, the City/County Engineering Advisory Committee, the public transit agencies, Caltrans, and the Bay Area Air Quality Management District. The terms of the current appointments expired on March 31, 2019, and the standard procedure is for member agencies to make new appointments or reappointments every other year for a two-year period. With the exception of the appointment of Ms. Halle, all recommendations are for reappointments of current County representatives and their alternates on the TCC. If the recommendations of this report are acted on, the following would be the County’s representation in the three categories of TCC membership for the two-year term that will run from March 31, 2019, to March 31, 2021: Land Use Planning: Will Nelson, Alternate Aruna Bhat, Department of Conservation and Development Transportation Engineering: Jerry Fahy, Alternate Mary Halle, Public Works Department Transportation Planning: John Cunningham, Alternate Jamar Stamps, Department of Conservation and Development CONSEQUENCE OF NEGATIVE ACTION: Should the Board elect not to approve the recommendation, the County will not have full representation on the Technical Coordinating Committee, which influences the plans, decisions, and policies of the Contra Costa Transportation Authority. RECOMMENDATION(S): Appoint the following individual to the District IV alternate seat on the Contra Costa Assessment Appeals Board, as recommended by Supervisor Mitchoff, for a term ending September 3rd, 2021: Bruce Hahn Walnut Creek, CA FISCAL IMPACT: None. BACKGROUND: APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Chris Wikler, 925-521-7100 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 37 To:Board of Supervisors From:Karen Mitchoff, District IV Supervisor Date:May 7, 2019 Contra Costa County Subject:Appointment of Bruce Hahn to the District IV Alternate Seat of the Contra Costa Assessment Appeals Board BACKGROUND: (CONT'D) Established May 29, 1973 by Ordinance 73-45, the Appeals Board is the Board of Equalization for the County, with the powers to equalize the valuation of the taxable property in the County for the purpose of taxation and review, equalization and adjust penal and escaped assessments on the roll. CONSEQUENCE OF NEGATIVE ACTION: The alternate seat for District IV will go unfilled. CHILDREN'S IMPACT STATEMENT: n/a RECOMMENDATION(S): APPOINT Shirley Rosenthal Winston to Alternate Seat #2 of the El Sobrante Municipal Advisory Council with a term expiring December 31, 2022, as recommended by Supervisor Gioia. FISCAL IMPACT: None BACKGROUND: The council shall advise the Board of Supervisors on: 1) Services which are or may be provided to unincorporated El Sobrante by the County or other local governmental agencies. Such services include, but are not limited to, public health, safety, welfare, public works, and planning, 2) the feasibility of organizing the existing special districts serving unincorporated El Sobrante in order to more efficiently provide public services such as, but not limited to, water, sewer, fire, and parks and recreation, 3) representing unincorporated El Sobrante before the Local Agency Formation Commission on proposed boundary changes affecting the community, 4) representing unincorporated El Sobrante before the County Planning Commission(s) and the Zoning Administrator on land use and other planning matters affecting the community. In this regard, the Council shall cooperate with any other planning advisory bodies in unincorporated El Sobrante in order to avoid duplication and delay in the planning process, 5) Provide input and reports to the Board of Supervisors, County staff, or any other County hearing body on issues of concern to unincorporated El Sobrante, and 6) representing unincorporated El Sobrante before other public entities and agencies. It is understood that the Board of Supervisors is the final decision making authority with respect to issues concerning unincorporated El Sobrante and that the Council shall shall solely in an advisory capacity. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: James Lyons, 510-231-8692 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 38 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:Appoint Shirley Rosenthal Winston to Alternate Seat #2 of the El Sobrante Municipal Advisory Council BACKGROUND: (CONT'D) Supervisor Gioia recruits for his advisory body openings in a number of ways including through his website, blasts, newsletters, and the traditional media; interviewing eligible candidates. CLERK'S ADDENDUM Corrected to read Ms. Rosenthal Winston was appointed to Alternate Seat #1. ATTACHMENTS ShirleyRosenthal_Winston_Application RECOMMENDATION(S): Accept the resignation of Duane Chapman from the District 1 Member at Large seat of the Mental Health Commission. Please declare the District 1 Member at Large seat vacant. FISCAL IMPACT: None BACKGROUND: Mr. Chapman had been serving successfully on the Mental Health Commission and unfortunately passed away in October of 2018. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: James Lyons, 510-231-8692 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 39 To:Board of Supervisors From:John Gioia, District I Supervisor Date:May 7, 2019 Contra Costa County Subject:Accept the resignation of Duane Chapman from the District 1 Member at Large seat of the Mental Health Commission RECOMMENDATION(S): APPROVE the medical appointments and reappointments, additional privileges, advancements, and voluntary resignations as recommend by the Medical Staff Executive Committee, at their April 15, 2019 meeting, and by the Health Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The Joint Commission on Accreditation of Healthcare Organizations has requested that evidence of Board of Supervisors approval for each Medical Staff member will be placed in his or her Credentials File. The above recommendations for appointment/reappointment were reviewed by the Credentials Committee and approved by the Medical Executive Committee. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Contra Costa Regional Medical and Contra Costa Health Centers' medical staff would not be appropriately credentialed and not be in compliance with The Joint Commission on Accreditation of Healthcare Organizations. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Marcy Wilhelm, Aung Lin C. 40 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Medical Staff Appointments and Reappointments – April 2019 ATTACHMENTS Attachment MEC Recommendations – April 2019 Definitions: A=Active C=Courtesy Aff=Affiliate P/A= Provisional Active P/C= Provisional Courtesy Page 1 A. New Medical Staff Members Lai, Karen, MD Psychiatry/Psychology Magargal, Spencer, MD Pediatrics Miles, Jennifer, MD Psychiatry/Psychology Ozowara, Larry, MD Psychiatry/Psychology B. Application for Teleradiologist Privil eges Donohoo, Jay, MD Diagnostic Imaging C. Request for Additional Privileges Department Requesting Chiu, Elaine, MD Emergency Medicine DFAM-Acupuncture Hirschtritt, Matthew, MD Psychiatry/Psychology Psychiatry/Psychology Mekuria, Safanit, MD Pediatrics OB/GYN-IUD Rivera, Iraida, FNP DFAM DFAM-Nexplanon & IUD Ziegler, Sean, MD Psychiatry/Psychology Psychiatry/Psychology D. Advance to Non-Provisional Clark, Andrea, PhD Psychiatry/Psychology Friedman, Gillian, MD Psychiatry/Psychology Gaschler, Wesley, MD Emergency Medicine Lewis, Lisa, MD Psychiatry/Psychology Mahajan, Gayatri, MD Pediatrics Nainani, Neha, MD Internal Medicine -Nephrology Niemeyer, Patricia, MD Diagnostic Imaging Thomas, Christie, MD DFAM Torres, Marcella, MD DFAM Tran, Angela, MD Obstetrics & Gynecology Ubhayakar, Kiran, MD Internal Medicine -Pulmonary Vertudez, Janice, FNP DFAM Ziegler, Sean, MD Psychiatry/Psychology MEC Recommendations – April 2019 Definitions: A=Active C=Courtesy Aff=Affiliate P/A= Provisional Active P/C= Provisional Courtesy Page 2 E. Biennial Reappointments Anderson, James, MD Pediatrics C Asher, Robin, MD Psychiatry/Psychology A Buoncristiani, Amy, MD DFAM A Chan, Lawrence, MD Diagnostic Imaging A Field, Stephen, DO Psychiatry/Psychology C Gaind, Anita, MD DFAM P Goldman, Janet, MD OB/GYN C Griffith, Qyana, MD Psychiatry/Psychology C Jayasekera, Neil, MD Emergency Medicine A Kim, Yeun Joo, DDS Dental A Ko, Nerissa, MD Internal Medicine C Loeliger, Scott, MD OB/GYN A Lo ng, Richard, MD Urology C MacDonald, David, MD Hospital Medicine A Macedo, Joseph, MD OB/GYN A Miller, Rebecca, MD Emergency Medicine A Moreno, Carlos, MD Anesthesia P Rauf, Shaista, MD Internal Medicine A Schimek, Trisha, MD DFAM A Sheldon, Will, MD DFAM A Weiss, Stephen, MD Surgery -General A Woebkenberg, Hannah, MD Emergency Medicine C F. Biennial Renew of Privileges Danko, Adam, NP Psychiatry/Psychology AFF Singh, Brandy, NP DFAM AFF G. Teleradiologist (VRAD) Reappointments Manjikian, Viken, MD Diagnostic Imaging (vRAD) Miller, Robert, MD Diagnostic Imaging (vRAD) H. 2nd Year Resident Reappointments Albert, Magot, MD Blank, Raphael, MD Crtchlow, Kevin, MD Guerin, William, MD Harlos, Rachel, MD Hartung, Claire, MD Jesionek, Adam, MD Liu, Jessie, MD Markley, Candace, MD Phoutrides, Elena, MD Schoenrock, Kielsi, MD Shrestha, Jennifer, MD Stanziale, Jennifer, MD MEC Recommendations – April 2019 Definitions: A=Active C=Courtesy Aff=Affiliate P/A= Provisional Active P/C= Provisional Courtesy Page 3 I. Voluntary Resignations Flatlow, Joshua, MD Psychiatry/Psychology Graham, Benjamin, MD Hospital Medicine RECOMMENDATION(S): RE-APPOINT the following individuals to the Contra Costa Local Planning and Advisory Council for Early Care and Education, as recommended by the Local Planning Council: Deborah Penry to the Community Organization, Central South seat; Blanca Mosca Carreon to the Community West County seat; Phelicia Lang to the Community 3 East seat; and Denise Clarke to the Child Care Consumer 2 seat to new three-year terms ending on April 30, 2022. FISCAL IMPACT: No fiscal impact. BACKGROUND: The Contra Costa County Local Planning Council for Child Care and Development (LPC) was established in April 1998. Required by AB 1542, which was passed in 1993, 30 members of the LPC were appointed by the County Board of Supervisors and the County Superintendent of Schools. Childcare consumers and providers, public agency representatives, and community representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees. Membership is for a three-year term. On January 7, 2003, membership was decreased from 30 to 25 members, due to the difficulty in filling all of the seats. On September 19, 2012, membership was further decreased from 25 to 20, due to continued difficulty to fill APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 41 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:RECOMMENDATIONS FOR APPOINTMENT TO THE LOCAL PLANNING COUNCIL FOR EARLY CARE AND EDUCATION BACKGROUND: (CONT'D) vacant seats. Official reduction of appointed seats provides flexibility to ensure quorum is met in order to conduct Council business. Current membership consists of the following: Four consumer representatives - a parent or person who receives or has received child care services in the past 36 months; Four child care providers - a person who provides child care services or represents persons who provide child care services; Four public agency representatives - a person who represents a city, county, city and county, or local education agency; Four community representatives - a person who represents an agency or business that provides private funding for child care services or who advocates for child care services through participation in civic or community based organizations; Four discretionary appointees - a person appointed from any of the above four categories or outside of those categories at the discretion of the appointing agencies. Appointments to the LPC are subject to the approval of the Board of Supervisors and County Superintendent of Schools, Lynn Mackey. The Board of Supervisors designated the Family and Human Services (FHS) Committee to review and recommend appointments on its behalf. Since the FHS Committee will not meet again until May 13, recommendations for appointment in this instance are being made directly to the Board of Supervisors in order to expedite the filling of vacancies and promote achievement of a meeting quorum in May. ATTACHMENTS Letter of Recommendation from LPC Letter of Recommendation from Superintendent of Schools Candidate Application_Denise Clarke_LPC Candidate Application_Deborah Penry_LPC Candidate Application_Phelicia Lang_LPC Candidate Application_Blanca Mosca Carreon M E M O R A N D U M DATE: April 11, 2019 TO: Contra Costa County Board of Supervisors Family and Human Services Committee Supervisor Candace Andersen, District II, Chair Supervisor John Gioia, District I, Vice Chair Contra Costa County Office of Education Lynn Mackey, Contra Costa County Superintendent of Schools FROM: Susan K. Jeong, LPC Coordinator/Manager, Educational Services SUBJECT: Referral #25 – LPC APPOINTMENT / RENEWAL Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC) RECOMMENDATION(S): ACCEPT application renewals for the following members due to term expiration. Name Seat Area__________ Denise Clarke Consumer Central/South County Phelicia Lang Community Representative 3 East County Silvana Mosca Carreon Child Care Provider 1 West County Deborah Penry Community Representative 2 Central/South REASON/S FOR RECOMMENDATION: The Contra Costa County Local Planning Council for Child Care and Development (LPC) was established in April 1998. Required by AB 1542, which was passed in 1993, thirty members of the LPC were appointed by the County Board of Supervisors and the County Superintendent of Schools. Childcare consumers and providers, public agency representatives, and community representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees. Membership is for a three-year term. On January 7, 2003, membership was decreased from 30 to 25 members, due to the difficulty being experienced in filling all of the seats. On September 19, 2012 membership was decreased from 25 to 20, due to continued difficulty to fill vacant seats. Official reduction of appointed seats provides flexibility to ensure quorum is met in order to conduct Council business. Membership consists of the following:  Four consumer representatives - a parent or person who receives or has received child care services in the past 36 months;  Four child care providers - a person who provides child care services or represents persons who provide child care services;  Four public agency representatives - a person who represents a city, county, city and county, or local education agency;  Four community representatives - a person who represents an agency or business that provides private funding for child care services or who advocates for child care services through participation in civic or community based organizations;  Four discretionary appointees - a person appointed from any of the above four categories or outside of those categories at the discretion of the appointing agencies. Appointments to the Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC) are subject to the approval of the Board of Supervisors and County Superintendent of Schools, Lynn Mackey. The Board of Supervisors designated the Family and Human Services Committee to review and recommend appointments on their behalf. Contra Costa County For Office Use Only Date Received: BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION MAIL OR DELIVER TO: Contra Costa County a.ERK OF THE BOARD 651 Pine street Rm. 106 Martinez, California 94553--1292 PL.EASE TYPE OR PRINT IN INK (Each Position Requires a Separate App6cation) BOARD, COMMITTEE OR COMMISSION NAME AND SEAT TITLE YOU ARE APPLYING FOR: For Reviewers Use Only: Accepted Rejected Local Planning and Advisory Council for Early Care & Education l,....P _u _b-l ic -A -ge_n_c _y _R_e _p _r -es _e _n-ta-t -v -e-----� PRINT EXACT NAME OF BOARD, COMMITTEE, OR COMMISSION PRINT EXACT SEAT NAME (if applicable) PRINT 1 N I Clarke Den ise Elaine .ame:=====================================!(Last Name) (First Name) (M iddle Name) 2.Address: =I y===========B =e =ni =c =ia====C=A======94=5=1 =0===((Street) (Apt.) (City) (State) (Zip Code) 3.Phones: =I ( 4.Email Address: I 5.EDUCATION: Check appropr iate box if you possess one of the following: H i gh School Diploma � G.E.D. Certificate D Cal iforn ia H i gh School Prof iciency Cert ificate D Give Highest Grade or Educat ional Level Achieved._._l _M_a_st_e_r _o _f A_rts _______________ _. Names of colleges I universities Degree Degree Date Course of Study/ Major Units Completed Degreeattended Awarded Type Awarded Semester Quarter A) CJ D IMAI 11212004 ICal State San Bernardino Psychology: Child Dev. YesNo�D 8)1 Sonoma State University I I English I YesNo�D CJ D IBA I 15/19981 c)lcrafton Hills College I Child Development Yes No Iii □ CJ D � I 612002 1 D)Other schools/ training Course Studied Hours Completed Certificate Awarded: completed: I Liberal Studies I IAA Degree I YesNo�D lventura College I THIS FORM IS A PUBLIC DOCUMENT PRINT Contra Costa County For Office Use Only Date Received: For Reviewers Use Only: Accepted Rejected BOARDS, COMMITTEES, AND GOMMISSIONS APPLICATION MAIL OR DELIVER TO: Contsa Cosb County CLEMOFTHEBOAHD 651 Pine Steet, Rm. 106 h,kiltinez, Califtvnia %,55,}1292 PLEASE TYPE OR PRINT IN INK (Each Position Recn iresa Separate Apdication) BOARD, COMMITTEE OR COMMISSION NAME AND SEAT TITLE YOU ARE APPLYING FOR: Conka Costa Local Planning and Advisry Council for Early Care and Education Community organization, Central/South PRINT ExAcT SEAT NAME (if applicable)PRINT EXACT NAME OF BOARD, COMMITTEE, OR COMMISSION 1. Name Deborah L (Last Name)(First Name)(Middle Name) 2. Address:Orinda CA 94563 (No")(Street) (Apt.)(City) (State)(Zip Code) 3. Phones: (Home No.)(Work No.)(CellNo.) 4. EmailAddress: 5. EDUCATION: Check appropriate box if you possess one of the following: High School Diploma H G.E.D. Certificate E Catifornia High School Proficiency Certificate tr Give Highest Grade or Educational Level Achieved Ph.D. Names of colleges / universities aftended Course of Study i Major Degree Awarded Units Completed Degree Type Date Degree Awarded Semester Quarter A) Univ of Washington Oceanographty ves No EIfl 1 988 B College ol William and Mary Marine Science yes No ISfl MA 1 982 Univ of Delaware Biology Yes No E]D BA 1 979 D) Other schools / training completed: -cour#stndied -Hours Completed Ce(ificate Awarded: Yes No Efl THIS FORM IS A PUBLIC DOCUMENT 6' PLEASE FILL our rHE FoLLowlNG sEcrloN,C,oMPLETELY' List experience that relates to the quarifications needed toserye on the local appointive body' Begin with your most recent "rp"iarn"e, l resu-e oiott ei supporting documentationmav be attaehed but ft may not bi useJ'as a iulstitute f;r;;;,;til; i-rris section.- Total: Outreach Coor.dinator Support, training and services navigation for parents of children with special needs Training for earty childhood educators and early intervention professionals Name and Address Care Parent Network 1340 Arnold Dr, Suitel lS Martinez, CA g4SS3 From To@@ B) Dates (tuonm,Say,Grj Total: Yrs. Mos_Elil Hrs. per*u",@J. Votunteer Et Adjunct Faculty Member Teaching marine biology and oceanography Las Positas College Livermore, CA Assistant Professor Teaching, research, student advising University of California Department of lntegrative Biology Berkeley, CA D) Dates (Month, Day, year) @@ Total: Yrs. Mos. )Waor* V Tm,, fi,1 prcr$= o€ Ch,{'d'en 'rJhor€ Cetrc flzc@/ poh^Ar*" 's Name and Address CmrocJ> ci+ THIS FORM IS A PUBTIC DOCUMENT 7. How did you learn about this vacancy? ffiCCC HomepageflWalkJn flNewspaperAdvertisement flDistrictSupervisor ffiottrer to renew seat B. Do you have a Familial or Financial Relationship with a member of the Board of Supervisors? (Please see Board Resolution no.2011155, attached): No [7] Yesll- lf Yes, please identify the nature of ihe relationship: 9. Do you have any financial relationships with the County such as grants, contracts, or other economic relations? No l7l Yes fl lf Yes, please identify the nature of the relationship: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publically accessible. I understand and agree thai misstatements / omissions of material fact may cause forfeiture of my rights to serve on a Board, Sign Name: lmportant lnformation 1 . Thb aplkutft:n is a pblic docurnent and b su@ trc fie Californla R:blic Remds Ad (CA Go/. Code 562506270). 2 . Serd he mrnple{ed paper a$halim to he Offre of he Clerk of tte Board af 651 Pine Sfieet, Roorn 1 @ Marlinez, CA 94,55:}. 3. A rmum6 or otfpr rehant infonnalirn may be suhrnifred witr fiis applicatbn. 4. All rnembers are rcquled b take he folhring fraining: 1) The Brown Ad, 2) Tle Befia Gwemmmt Odinance, and 3) Etrics Tnaining. 5. lvlernbers of bmrds, cornmissbns, and cornmibes may be required io: 1 ) fle a SXaianerfi of Emnonric lnbrd Fonn abo latom c a Fonn 700, and 2) mmpbtehe State Ehics Training Ccxrrse as rcquircd W AB 1zu. 6. Aclvisory body medings may be held in vaftxs tocalions and mme bcalions may nd be ressbb by prblic hnsporhtion. 7. Meeling dates and times ae subied b change and may occur up to tvto dals per mor[h. 8. Sorne boards, mmmitbes, or cornmissiryls may assig mernbers tr submrnmihes s vtuk groups rdrlch may require an dditi:nal wnmi8nentoftime. Committee, or Commission in Contra THIS FORM IS A PUBTIC DOCUMENT Cts$e{*.00rry toml fuda6&d*&tmyO@ndl erhSCdrrrrdHu&! Busi ness/AgencylAffiliation : Address;ZO Type of Organization: Day Phon A. CATEGORIE$ FOR APPOINTMENT The County Board of Supervisors and the Superintendent of Schools make appointments to the Early Care and Education Planning Council. Members must live or work in Contra Costa County. Twenty percent of the Planning Council members are to be drawn from each of the following categories described below: Child Care Consumer, Child Gare Provider, Community Representative, Public Agency Representative, and All Other. Please indicate which categories you could represent. n 1. Coneumer of Child Care $ervices - using childcare or have used it within the past 36 months. Are you currently utilizing Child Care? * Yes * No Type of Care: Length of Time as a Consumer: n 2. Child Gare Provider- please check the types of care you provide and note the number of children: q Date you last used it: Location: Licensed family care provider Licensed & publicly funded child care center Licensed, private for profit, or private non-profit child care center Subsidized Child Care Program License exempt child care provider # of children licensed for # of children licensed for # of children licensed for # of children licensed for # of children cared for Location of your facility:ProgramlCenter Name: 3. Gommunity Representative: lncludes civic or community based agencies or business that advocate for child care but do NOT provide child care or contract with the California Department of Education to provide child care and developmental services. organization, & SGLP fr C#C service N 4. Public Agency Representative - lncluding eity, county Agency: r 5. All Other- Please describe: B. GEOGRAPHIC, ETHNIG, AND CULTURAL DIVERSITY REPRESENTATION CaIWORKS legislation AB 1542 (Education Code 8499.3 d) states, "Every effort shall be made to ensure that the ethnic racial, and geographic composition of the local planning council is reflective of the ethnic, racial, and geographic distribution of the population of the county" ptease indicate yourethnic origin: Which region of the Countywould you represent: lSr*a lSlUfL White (non-ttispanic) -l Black (lncludes African, Jamaican, Trinidad and West lndian) Hispanic (includes Mexican, Puerto Rican Cuban, Latin Amer-ican or Spanish) Asian or Pacific lslander (includes Pakistani, East lndian, Japanese, Tongan, Filipino, Laotian, or Vietnamese) American lndian or Alaskan Native (includes person$ who identify themselves or are known as such by virtue or tribal association) Other C. GURRENT COUNCIL INVOLVEMENT: Are vou currentlv an active oarticioant on a Council Committee? No wni"n cor*itt""' t-?(' LV]6if what is your participat'orf - Personal/Professional areas of interesVexperience/skills that could beneftt the + q-+aarn .\c ht,r^ becoming aa E. MEMBER RESPONSIBILITIES: Members are expected to attend regular meetings on the fourth Monday of July, September, November, January, March, and May from 3:00 p.m. to 5:00 p.m. and participate in at least one committee. Additional meetings may be scheduled for training and council business. / Are you able to commit to regular participation, given this schedu W, V Yes - No fi need{do you have the support of your agency/employer to be an active member of the Council?l,/ Yes No Please attach your resume and a letter of interest with this application. Mail completed application, resumo and letter of interest to the Gontra Costa County Local Planning and Advisory Gouncil (LPC) Coordinator at the Contra Costa County Office of Education, 77 Santa Barbara Road, Pleasant Hill, CA 94523. For more information pleaee call the Goordinator at (925) 942-3413. *!:* L pC clrc,t- D. lt, lLpa,l4- I am interested in -L- How did you hear about the Planning Council? sisnature o,,,, zfpflf RECOMMENDATION(S): REAPPOINT Lauren Babb to Private/Non-profit Sector 3 seat of the Contra Costa County Economic Opportunity Council with a term end date of June 30, 2021, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: This board order seeks to reappoint Lauren Babb to Private/Non-profit Sector 3 with a term end date of June 30, 2021. Ms. Babb resides in Concord, California and has served on the Council since September 12, 2017. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the Economic Opportunity Council's ability to conduct routine business will be impaired. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: CSB (925) 681-6308 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Nancy Sparks C. 42 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Reappoint Lauren Babb to Economic Opportunity Council, Private/Non-Profit Sector 3 Seat ATTACHMENTS L. Babb application RECOMMENDATION(S): DECLARE vacant the Director 3 seat on the Contra Costa Resource Conservation District Board of Directors due to resignation of the incumbent, and DIRECT the Clerk of the Board of post the vacancy. FISCAL IMPACT: No fiscal impact. BACKGROUND: Contra Costa Resource Conservation District (RCD) director recruitment is conducted by the Internal Operations Committee, on behalf of the Board of Supervisors, pursuant to a 1998 RCD resolution ordering that all future directors shall be appointed by the County Board of Supervisors in lieu of election (Public Resources Code Section 9314). The mission of the RCD is to carry out natural resources conservation projects through voluntary and cooperative efforts. The RCD is a non-regulatory agency that works with individuals, growers, ranchers, public agencies, non-profit organizations and corporations to accomplish its mission. The USDA Natural Resource Conservation Service provides technical support for the RCD's programs. The County received notification that Bob Case, Director 3 on the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: IOC Staff, RCD C. 43 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:DECLARE VACANCY ON THE CONTRA COSTA RESOURCE CONSERVATION DISTRICT BOARD OF DIRECTORS BACKGROUND: (CONT'D) Contra Costa Resource Conservation District Board of Directors, has decided to resign his seat, creating a vacancy on the board. Therefore, it is appropriate for the Board of Supervisors to declare and post notice of the vacancy and recruit for a replacement director. RECOMMENDATION(S): Sheriff’s Office-Technical Services Division (2512) / Public Works ISF Fleet Services (0064):APPROVE Appropriation Adjustment No. 5073 authorizing the transfer of appropriations in the amount of $29,985 from the Sheriff’s Office-Technical Services Division (2512) to Public Works ISF Fleet Services (0064) for the purchase of a 2019 Dodge Charger for the Office of the Sheriff. FISCAL IMPACT: This action increases appropriations in Public Works ISF Fleet Services (0064) and reduces appropriations in the Office of the Sheriff Technical Services Division (2512) by $29,985. No change in Net County Cost. BACKGROUND: The Office of the Sheriff has to replace non-ISF vehicle no. 2050 which was already due for replacement due to the cost of maintenance surpassing the remaining vehicle value. Ford Motor Company has stopped producing the Ford Taurus and Ford Interceptor sedans. Because of this, vehicle no. 2050 will be replaced with a Dodge Charger and tested as a new platform for the Sheriff's Office Patrol division. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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 Jane Robb, 335-1557 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Heike Anderson, Mary Jane Robb, Paul Reyes C. 44 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Appropriation Adjustment - Dodge Charger Purchase CONSEQUENCE OF NEGATIVE ACTION: The Public Works department will not have sufficient expenditure appropriations to accommodate the Sheriff’s Office request for a replacement vehicle. AGENDA ATTACHMENTS TC 24/27 - 5073 MINUTES ATTACHMENTS Signed: Appropriations & Adjustments No. 5073 RECOMMENDATION(S): APPROVE Appropriation and Revenue Adjustment No. 5074 authorizing the transfer of appropriations in the amount of $53,161 from Public Health Senior Nutrition Program (0450) to General Services - Fleet Operations (0063) for the purchase of a replacement vehicle for the Senior Nutrition Program. FISCAL IMPACT: This action increases appropriations in the Fleet Internal Service Fund (0064) and reduces appropriations in Public Health Senior Nutrition Program (0450) by $53,161. The new vehicle purchase will be fully funded with Senior Nutrition Program funds. BACKGROUND: The Senior Nutrition Program Provides nutritious meals to elderly residents in Contra Costa County through the Meals on Wheels program. The Senior Nutrition Program has had to add a driver to service routes in Far East County and an additional vehicle is needed for the growth of the program in this area. CONSEQUENCE OF NEGATIVE ACTION: If this purchase is not approved, the Public Health Nutrition Program will be required to find alternative ways to deliver meals to home-bound senior residents of Far East County. Otherwise the terms of the Senior Nutrition grant may not be fulfilled. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Marcy Wilhelm, Ashley Kokotaylo C. 45 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Purchase of vehicle for the Senior Nutrition Program AGENDA ATTACHMENTS TC24/27 AP No. 5074 HSD MINUTES ATTACHMENTS Signed: Appropriations & Adjustments No. 5074 RECOMMENDATION(S): APPROVE Appropriation and Revenue Adjustment No. 5075 authorizing the transfer of $239,996 from the Health, Housing and Homeless Program in the Health Services Department (0463) to the Fleet Internal Service Fund (0064) for the purchase of one (1) Ford T350XL Para Transit full-size van, three (3) Ford Explorer SUVs, one (1) Ford F-250 Crew Cab Pickup, and one (1) Ford Transit 8-passenger Wagon to expand services within the Health, Housing and Homeless programs. FISCAL IMPACT: The request will transfer appropriations of $58,000 from fixed assets, $160,000 from Homeless Emergency AID Program (HEAP) funds, and $21,996 from Albertoni Trust Funds received by the Health, Housing and Homeless Program. BACKGROUND: Additional capacity is required to sustain and support the growing need for expanded services offered to consumers in the Health, Housing and Homeless Program. Vehicles are required as part of the Health, Housing and Homeless Program’s CORE Program mobile outreach efforts, and the wheelchair van will allow the Brookside Shelter and Calli House Youth Shelter to APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Marcy Wilhelm, Juliana Mondragon C. 46 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Approval to purchase 6 vehicles for the Health, Housing and Homeless Program BACKGROUND: (CONT'D) safely transport mobility-impaired clients to and from the shelter sites. The pickup truck will be used by the Homeless Program’s Public Works Creek CORE Team, which travels to encampments along Contra Costa creeks as park of the Watershed clean up. They distribute garbage bags and collect bagged garbage from these encampments. CONSEQUENCE OF NEGATIVE ACTION: Vehicles required to coordinate the consumer’s system of care, and transportation is a part of their case plans. Homeless consumers have a lack of resources and a complexity of need that often require counseling and transportation support to meet their activities of daily living. AGENDA ATTACHMENTS TC24/27 AP No. 5075 HSD MINUTES ATTACHMENTS Signed: Appropriations & Adjustments No. 5075 RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22451 to reassign Public Health Program Specialist I (VBSD) position #16838 at salary plan and grade level ZA5-1602 ($5,999-$7,292) and incumbent from Department #0540 (School Based Clinics) to Department #0450 (Public Health Clinic Staffing Pool) in the Health Services Department. (Represented) FISCAL IMPACT: Upon approval, this action will result in an annual cost of approximately $152,633 with pension costs of $33,322 already included transferring from budget unit 0540 to 0450 within the Health Services Department. The reassignment will allow the position to be funded by 50% School-Based Medi-Cal Administrative Activities and 50% Federally Qualified Health Center funds. BACKGROUND: The Health Services Department is reassigning one Public Health Program Specialist I position from the School-Based Clinics to PH Clinic Staffing Pool to properly align the position with its funding source. Employees under the supervision of the Public Health Program Specialist I perform Medi-Cal Administrative Activities (MAA) and draw down matching funds for salaries APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sabrina Pearson, (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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: C. 47 To:Board of Supervisors From:Anna Roth, Health Services Date:May 7, 2019 Contra Costa County Subject:Reassign one Public Health Program Specialist I position #16838 in the Health Services Department BACKGROUND: (CONT'D) and other costs at a 50% reimbursement rate. The Public Health Program Specialist I is under a different budget department and is therefore ineligible to draw down matching funds. MAA is a significant funding source for programs and not aligning this position budgetarily will negatively affect the department. The incumbent is aware of the position change in the system and that it will have no impact on her responsibilities or location. The union was notified in early March about the position reassignment. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the position will not be aligned with the appropriate funding source and the Public Health Clinic Staffing Pool program will not receive reimbursement for Medi-Cal Administrative Activities, which negatively affects the department. AGENDA ATTACHMENTS P300 No. 22451 HSD MINUTES ATTACHMENTS Signed P300 22551 POSITION ADJUSTMENT REQUEST NO. 22451 DATE _3/15/2019__ Department No./ Department Health Services Budget Unit No. 0450 Org No. 5797 Agency No. A18 Action Requested: Reassign one Public Health Program Specialist I position #16838 and incumbent from Department #0540/#6418 to Department #0450/5797 in the Health Services Department Proposed Effective Date: _05/08/2019 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 Net County Cost Total this FY $0 N.C.C. this FY SOURCE OF FUNDING TO OFFSET ADJUSTMENT: Cost Neutral: reassignment of position will result in position being funded by 50% School -Based Medi -Cal Administrative Activities and 50% Federally Qualified Health Center f unds. Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Sabrina Pearson ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Enid Mendoza 05/01/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 05/01/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Huma n Resources Enid Mendoza Other: Approve as recommended by the Department. ___________________________________ (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 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.22452 to add one Health Services Administrator-Level C (VANH) position at salary plan and grade level ZB2-1723 ($6,967-$8,080) in Health Services Department. (Represented) FISCAL IMPACT: Upon approval, this action has an annual cost of approximately $182,782 with $40,756 in pension costs already included. 100% funded by Title III Older Americans Act Fund. BACKGROUND: The Health Services Department is requesting to add one Health Services Administrator-Level C position allocated to the Senior Nutrition Program. The Federal Title III Older American’s Act Senior Nutrition Program, administered by the Public Health Division of County Health Services, is required to have a Program Director. On November 29, 2011 the incumbent in that position officially retired from the County and continued to perform duties as a Retiree Annuitant. The vacant Health Services Administrator - Level C position was reassigned to another program on a temporary basis but was never returned to the program. There is a critical need to add this high APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sabrina Pearson, (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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: C. 48 To:Board of Supervisors From:Anna Roth, Health Services Date:May 7, 2019 Contra Costa County Subject:Add one Health Services Administrator-Level C Position in the Health Services Department BACKGROUND: (CONT'D) level position in order to appoint a permanent Program Director. The responsibilities of this position is to plan, coordinate and direct the administrative operations of the program including management of the budget, development and administration of all controls within the program and supervision of administrative and program staff. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Senior Nutrition Program will not have a Program Director, which may result in not meeting the requirement by the Federal Title III Older Americans Act Fund. AGENDA ATTACHMENTS P300 No. 22452 HSD MINUTES ATTACHMENTS Signed P300 22452 POSITION ADJUSTMENT REQUEST NO. 22452 DATE 03/21/2019 Department No./ Department Health Services Budget Unit No. 0450 Org No. 5779 Agency No. A18 Action Requested: Add one Health Services Administrator- Level C (VANH) position in the Health Services Department Proposed Effective Date: 05/08/2019 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 $182,782 Net County Cost $0 Total this FY $ 30,463 N.C.C. this FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT: 100% Federal Title III Older American’s Act Funding Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Sabrina Pearson ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Enid Mendoza 05/01/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 05/01/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: Approve as recommended by the Department. ___________________________________ (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 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. 22453 to reassign one Administrative Services Assistant III position #16041 and incumbent from Department #0540 (Health Services Hospital Enterprise) to Department #0860 (Contra Costa Health Plan) in the Health Services Department. (Represented) FISCAL IMPACT: Upon approval, the annual cost of approximately $156,568.99 with pension cost of $39,142.24 already included will shift from Hospital Enterprise Fund I to Contra Costa Health Plan Enterprise Fund II. (100% Health Plan member premiums) BACKGROUND: The Health Services Department is requesting to reassign Administrative Services Assistant III position #16041 and incumbent from Department #0540 (Health Services Hospital Enterprise) to Department #0860 (Contra Costa Health Plan) to better align the position with its current responsibilities and department. Effective April 1, 2019 the position and incumbent's work transitioned to Contra Costa Health Plan's Administrative Services unit, but Board action is needed to move the actual position in the budget and position management system. This action is necessary to realign the reporting structure and shift the salary and benefits cost to the appropriate funding source. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: C. 49 To:Board of Supervisors From:Anna Roth, Health Services Date:May 7, 2019 Contra Costa County Subject:Reassign one Administrative Services Assistant III position in the Health Services Department CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, the position and incumbent will not be aligned with the reporting structure and assignment of the position. AGENDA ATTACHMENTS P300 No. 22453 HSD MINUTES ATTACHMENTS Signed P300 22453 POSITION ADJUSTMENT REQUEST NO. 22453 DATE 03/26/19 Department No./ Department Health Services Budget Unit No.0860 Org No.6114 Agency No. A18 Action Requested: Reassign Administrative Services Assistant III position #16041 from Department #0540 (General Accounting) to Department #0860/6114 (CCHP ) in the Health Services Department. Proposed Effective Date: 05/08/19 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 Net County Cost $0 Total this FY $0 N.C.C. this FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT: Cost neutral: position reassignment will be funded by 100% Health Plan Member Premiums 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 05/01/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 05/01/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: Approve as recommended by the department. ___________________________________ (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 5/1/2019 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 deliverin g 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 No. 22454 to add one (1) Disease Intervention Technician (V7WB) position (represented) in salary plan and grade TC5-1284 ($4,378 - $5,322) effective October 1, 2018, in the Health Services Department. FISCAL IMPACT: The estimated cost for this action is $116,124 with pension cost of $24,321.70 already included. These costs will be fully offset by TB registration and control fees. BACKGROUND: The Health Services Department requires the addition of one Disease Intervention Technician position effective October 1, 2018 to comply with a settlement agreement. Once all settlement agreement terms are met, the Department will return to the Board at a later date to cancel Disease Intervention Technician position #12711. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County will not fulfill its obligations of a settlement agreement. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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) 957-5400 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: C. 50 To:Board of Supervisors From:Anna Roth, Health Services Date:May 7, 2019 Contra Costa County Subject:Add One Disease Intervention Technician in Health Services to Execute a Settlement Agreement AGENDA ATTACHMENTS P300 No. 22454 HSD MINUTES ATTACHMENTS Signed P300 22454 POSITION ADJUSTMENT REQUEST NO. DATE 04/25/19 Department No./ Department Health Services Budget Unit No.0450 Org No.5821 Agency No. A18 Action Requested: Add one (1) Disease Intervention Technician (V 7WB) position in t he Health Services Department effective October 1, 2018. 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 $116,124.00 Net County Cost 0 Total this FY $116,124.00 N.C.C. t his FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT: 100% cost offset by TB registration and control fees 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 05/01/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 05/01/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: Approve as recommended by the department. ___________________________________ (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 5/1/2019 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 t he 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): APPROVE and AUTHORIZE the Public Works Director, or designee, to apply for and accept grant funds from the Bay Area Air Quality Management District Charge! Program, Countywide. FISCAL IMPACT: No fiscal impact at this time for submittal of applications. The estimated up-front project cost to each participating Department will be an average of approximately $6,000/charger. Approximately $2,000 to $2,500/charger will be offset by PG&E and MCE cash rebates and the remainder funded through the Charge! Program. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 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:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:Applications for grant funds from the BAAQMD Charge! Prog. (WH265H) BACKGROUND: In response to increasing demand from County employees, to assist in the electrification of the County’s fleet and pool vehicles, and to reach the goals and objectives of the County’s Climate Action Plan, Public Works is pursuing the continued addition of electric vehicle supply equipment using PG&E’s EV Charge Network (EVCN) program. The EVCN program provides make-ready services (electrical connection to the grid, metering, trenching, ADA compliance and parking space stub connection) to accommodate the EV Charge equipment. The Board of Supervisors approved participation in the EVCN on 10/23/2018. Departments are responsible for the cost of EV Charge equipment and its installation which is not covered under the EVCM. The BAAQMD Charge! Grant will be used to offset these Departmental costs. The Charge! Program provides $3,000 per EV Charge head installed. Two-head chargers receive an additional $1,000 for a total of $4,000/2-head charger. If the County installs new solar PV where the EV chargers are located an additional $3,000/2-head charger is available for a total of $7,000 per 2-head charger. The Charge! program has conditions whereby the EV chargers need to have a reasonable amount of use in order to receive full grant funding, 85% funding is guaranteed. There are also annual reporting requirements that are easily met with data pulled from the smart EV Chargers. CONSEQUENCE OF NEGATIVE ACTION: Without approval to apply for and receive this grant funding the County will miss an opportunity to offset construction costs that would be incurred by the participating Departments. ATTACHMENTS Application RECOMMENDATION(S): APPROVE request from Las Trampas, Inc., to sell property located at 266 Southwind Drive, Pleasant Hill; FORGIVE the accrued interest on the Community Development Block Grant (CDBG) loan in the amount of $52,000, and ACCEPT repayment of the 1993 CDBG loan in the amount of $50,000; 1. 2. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kristin Sherk, (925) 674-7887 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 52 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:Community Development Block Grant $50,000 Loan Pre-Payment by Las Trampas, Inc. RECOMMENDATION(S): (CONT'D) AUTHORIZE the Conservation and Development Director, or designee, to execute the appropriate documents to reconvey the Deed of Trust and Security Agreement; and DETERMINE that this action is not a project under the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines. FISCAL IMPACT: No General Fund impact. The loan repayment must be used for CDBG eligible projects. CATALOG OF FEDERAL DOMESTIC ASSISTANCE (CFDA): Community Development Block Grant - 14.218 BACKGROUND: On November 9, 1993, the County loaned $50,000 in Community Development Block Grant (CDBG) funds to Las Trampas, Inc. (Las Trampas), for the acquisition of a single-family home located at 266 Southwind Drive, Pleasant Hill. Las Trampas signed a deed of trust and security agreement with a term of 40 years and agreed to operate the home as a group home residence for six low income developmentally disabled adults. For the last 25 years, Las Trampas has maintained full occupancy in the home. The loan has a four percent simple interest rate and is fully deferred. The term and repayment schedule is written so that if Las Trampas requests to extend the term for an additional ten years (a 50-year term), provided no default or transfer on the loan has occurred, the loan will be fully forgiven on November 12, 2043. As of November 9, 2018, the amount due on the loan is $102,000 ($50,000 principal and $52,000 in interest). Las Trampas has provided services to people with development disabilities and their families since 1958. Founded as a live-in, residential school for children with development disabilities, Las Trampas has transformed over the years to provide community-based services for adults of the same population that includes adult day program services, supported and independent living services, and licensed adult residential services throughout Central Contra Costa County. In the late 1980s and early 1990s, Las Trampas was part of State of California demonstration project to deinstitutionalize the main campus located in Lafayette, California by moving individuals out of the on-site dormitories into smaller residential facilities in the County. This required Las Trampas to purchase several homes, including the house at 266 Southwind Drive, to house the adults living with development disabilities served by the organization. Since 2003, Las Trampas has endured reimbursement rate freezes and funding cuts from the State of California, Department of Developmental Services of which the greatest impact has been in their Adult Residential Program that consists of the licensed group homes, including the house at 266 Southwind Drive. The State of California has been slow to address rate reimbursement for intellectual and development disability services and Las Trampas does not foresee sufficient rate increases in the near future. During the period of November 2017 through November 2018, the Southwind House alone has amassed an operational deficit of over $90,000. For Fiscal Year 2019, assuming staff will remain at mandated levels, the projection is for the house to run at an operating loss of approximately $145,000. Recognizing the need for fiscal sustainability and organizational viability, Las Trampas Board of Directors has determined the need to minimize programs that operate at significant losses and maximize programs that are financially viable. In July 2018, they determined the need to close operations at the house at 266 Southwind Drive due to these losses pending the appropriate placement of current residents to alternative housing and programming. Las Trampas is in the preliminary planning and preconstruction to construct a new state-of-the-art facility that will significantly increase capacity of their Adult Development Program at the main campus location in Lafayette. Las Trampas has begun a capital campaign to fund this proposed campus and is proposing to use some of the organizations assets, including the net proceeds from the sale of the property located at 266 Southwind Drive. Forgiveness of the interest accrued on the CDBG loan would be included in the capital campaign to fund the new Las Trampas campus, which is a CDBG-eligible activity. Staff is recommending the Board approve of the sale of the 266 Southwind Drive property, forgive the accrued interest on the CDBG loan, and remit to the County $50,000. Proceeds from the sale of this property will be retained by the County for use in other CDBG eligible projects. CONSEQUENCE OF NEGATIVE ACTION: Las Trampas does not have the resources to continue operating this home. It would continue to create financial hardships for Las Trampas to not allow this loan prepayment and interest forgiveness. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an agreement with the California Department of Food and Agriculture (CDFA) in an amount not to exceed $3,510 for CDFA reimbursement of regulatory inspections provided by the County as part of the California Organic Program for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: Approval of this agreement will provide reimbursement to the Department of Agriculture in an amount not to exceed $3,510. There is no county match. This amount was budget for in fiscal year 2019/20. BACKGROUND: The County's Department of Agriculture enforces a variety of laws and regulations regarding the production and sale of agriculturally grown products. Agreement 19-0088-000-SA provides reimbursement of costs incurred in the enforcement of California Organic Foods Act (Chapter 10 of Division 17). Enforcement activities include registrations and amendments, spot inspections, soil and tissue sampling and compliant investigations. CONSEQUENCE OF NEGATIVE ACTION: A negative approval would result in a loss of revenue for the Department for mandated enforcement functions. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 53 To:Board of Supervisors From:Matt Slattengren Date:May 7, 2019 Contra Costa County Subject:Agreement with CDFA to Reimburse the County for California Organic Program Inspection Work RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Agreement #29-544-5 (CA1650L9T051700) with the U.S. Department of Housing and Urban Development (HUD), for McKinney-Vento Act funds, to pay County an amount not to exceed $382,602, for the County’s Continuum of Care Project to provide housing and support services for homeless individuals, for the period from March 1, 2019 through November 30, 2019. FISCAL IMPACT: Approval of this agreement will result in an amount not to exceed $382,602, payable to the County from HUD McKinney-Vento Act funds for County’s Continuum of Care Project. 25% County match is required. BACKGROUND: The Contra Costa Continuum of Care (CoC), through its Inter-jurisdictional Council on Homelessness was awarded funds for CoC Planning. The CoC’s planning needs and APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 54 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Grant Agreement #29-544-5 with U.S. Department of Housing and Urban Development BACKGROUND: (CONT'D) proposed activities include: 1) Evaluating the outcomes of CoC and ESG funded projects; 2) Preparing and submitting an application to HUD on behalf of the entire Continuum of Care membership; 3) Conducting a sheltered and unsheltered point-in-time count; and 4) Monitoring recipients and sub-recipients and enforcing compliance with CoC program requirements. The CoC’s Executive Committee, with the CoC coordinator, will coordinate and implement the activities. This will improve the members’ ability to comply with current and new Mckinney-Vento regulations related to their funding from HUD. Approval of Grant Agreement #29-544-5 will allow the County to continue to receive funding for the Continuum of Care project through November 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this award is not accepted, the County will not receive funding to support the Continuum of Care project. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Veterans Services Officer, or designee, to execute a contract to accept grant funding from the California Department of Veterans Affairs (CalVet) in an amount not to exceed $50,000 to provide mental health outreach and support services for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: If awarded, the grant funding of up to $50,000 would be distributed to the County by CalVet through the 2019-20 Proposition 63, Mental Health Services Act, grant program. Funding is specifically provided to the County Veterans' Service Offices (VSO) and no County match is required. BACKGROUND: Since July of 2014, the County Veterans Service Office (VSO) in collaboration with Contra Costa Television (CCTV), has produces "Veterans' Voices", a monthly talk show that has facilitated outreach efforts for East Bay veterans and their families. Funding for "Veterans' Voices" production has been provided by CalVet through Proposition 63 grant program monies. CalVet had once again invited the VSO to submit application for the 2019-20 Proposition 63 funding to provide mental health outreach and services. The VSO is requesting approval to accept these grant funds, which will allow the production of additional episodes of "Veterans' Voices." APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Nathan Johnson, (925) 313-1481 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 55 To:Board of Supervisors From:Nathan Johnson, Veterans Services Officer Date:May 7, 2019 Contra Costa County Subject:Apply for and Receive Funding for Veterans Mental Health Services Grant FY2019-20 CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the VSO may not be able to provide key mental health outreach and support services to veterans and their families living in Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Veterans Services Officer, or designee, to execute a contract to accept grant funding from the California Department of Veterans Affairs (CalVet) in an amount not to exceed $49,000 to provide support services to Senior Veterans for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: Entering this contract will bring in $49,000 of additional funds to be distributed by CalVet through the 2019-20 Proposition 63, the Mental Health Services Act, grant program. Funding is specifically provided to the Contra Costa County Veterans Services Offices (VSO), with no County match required. If this action is approved, the Fiscal Year 2019-20 budget will need to be adjusted. BACKGROUND: This was the first year the VSO applied for this grant. It will enable the VSO to better service a hard to reach, but high demand population of Senior Veterans. With the new funding, the VSO will conduct strategic and collaborative outreach to Seniors throughout the County, by identifying agencies, care providers, and housing facilities, to develop strategic partnerships with. The VSO will conduct presentations, provide claims assistance, and case management at these partnership agencies. Additionally, the VSO will be better equipped to provide services to Senior Veterans who are housebound or have difficulty reaching Veterans Service Office due to age or disability. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Nathan Johnson, 3-1481 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 56 To:Board of Supervisors From:Nathan Johnson, Veterans Services Officer Date:May 7, 2019 Contra Costa County Subject:Contract to Receive Funding for Veterans Menetal Health Services for Senior Veterans FY 2019-20 CONSEQUENCE OF NEGATIVE ACTION: A negative action would greatly hamper the VSO's ability to serve Veteran seniors throughout the County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, on behalf of the Small Business Development Center, to apply for and accept City of Brentwood Economic Development Grant funding in an amount not to exceed $13,000 to provide advising, training, and outreach to Brentwood businesses for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: County to recieve an amount not to exceed $13,000, from the City of Brentwood Economic Development Grant Program. BACKGROUND: Contra Costa Small Business Development Center will actively support economic development in the City of Brentwood by supporting staff on business outreach walks, attending events, and delivering in-person and online group trainings, and most crucially, individualized advising with overarching goals of business, job retention, new business start ups, increased revenues, debt/equity investments and job creation. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 57 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:City of Brentwood Economic Development Grant CONSEQUENCE OF NEGATIVE ACTION: Without grant funding, the Small Busisiness Development Center's advising, training, and outreach services to Brentwood businesses would be curtailed. RECOMMENDATION(S): ADOPT Resolution No. 2019/151 to approve and authorize the Employment and Human Services Director, or designee, to execute a contract amendment (SP-1819-07 Amendment 1) with the California Department of Aging to increase the contract in an amount not to exceed $849 to a new contract total of $107,628 for the period October 1, 2018 through September 30, 2019. FISCAL IMPACT: Increasing this contract by $849, the County will receive $107,628 in Federal funding from the United States Department of Agriculture, Food and Nutrition services, passed through the California Department of Aging. No County match is required. BACKGROUND: The Supplemental Nutrition Assistance Program-Ed (SNAP-Ed) funding will be used to improve the health of low-income seniors through increased exercise information, program design and implementation, and better nutrition understanding. Employment and Human Services Department (EHSD) designs and implements programs, such as the Nutrition Education Obesity Program and senior physical exercise programs. Programs focus on healthy food choices, nutritional needs, food shopping APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 58 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:California Department of Aging, Supplemental Nutrition Assistance Program-Education Funding BACKGROUND: (CONT'D) practices, food security, and physical activity benefits. SNAP-Ed provides yer-long weekly senior exercise programs and nutrition education classes at senior friendly and accessible locations throughout the County. Nutrition education materials are distributed to all County seniors who receive Meals on Wheels food services. CONSEQUENCE OF NEGATIVE ACTION: Negative action would impede the EHSD's ability to deliver valuable nutrition education programs to low-income seniors. AGENDA ATTACHMENTS Resolution 2019/151 MINUTES ATTACHMENTS Res 2019_151 signed THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/151 In the Matter Of: California Department of Aging, Supplemental Nutrition Assistance Program-Education (SNAP-ED) funding WHEREAS, the California Department of Aging has made additional Supplemental Nutrition Assistance Program-Education (SNAP-Ed) funds in the amount of $849 available (SP-1819-07 Amendment 1), and, WHEREAS, the Contra Costa County Employment and Human Services Department (EHSD) Area Agency on Aging (AAA) provides services to the SNAP-Ed population, including low-income seniors, and, WHEREAS, EHSD AAA will continue to provide SNAP-Ed programs designed to improve the health of low-income seniors, and will distribute information to seniors who receive Meals on Wheels food service. NOW, THEREFORE, BE IT RESOLVED: the Contra Costa Board of Supervisors approves and authorizes the Employment and Haman Services Director, or designee, to execute a contract amendment with the California Department of Aging for increased funding in an amount not to exceed $849 for a new contract amount of $107,628 for the period October 1, 2018 through September 30, 2019. 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with the California Department of Community Services and Development, to increase the payment limit to the County by $309,991 to $476,486 for the U.S. Department of Energy Weatherization Assistance Program for low-income households, and to extend the term from June 1, 2018 through May 31, 2019 through to June 30, 2020. FISCAL IMPACT: This grant is funded 100% by Federal funds from the U.S. Department of Health and Human Services, passed though the California Department of Community Services and Development Department. There is no net County cost. The CFDA No. is # 84.042. The Contra Costa County contract number for this grant is 39-800-21. BACKGROUND: The County routinely receives funds from the California Department of Community Services and Development to manage a Department of Energy Weatherization Assistance program. Contra Costa County APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Nelly Ige (925) 681-6334 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Nelly Ige, Sam Mendoza C. 59 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:2018-19 Department of Energy / Weatherization Assistance Program Contract Amendment BACKGROUND: (CONT'D) has received funding from the State Department of Community Services and Development for 23 years, wherein the County provides energy bill assistance payments and weatherization services to County residents who are income-eligible to receive these services. The funding source is Federal funding from the Department of Energy, passed through by the California Department of Community Services and Development. The County receives the money via the Employment and Human Services Department (EHSD). In turn, EHSD partners with the County's Department of Conservation and Development to provide direct services to clients through energy saving home improvements. Energy saving measures may provide homes with hot water heaters, furnaces, refrigerators, microwaves, doors, windows, florescent light bulbs, weather stripping, ceiling fans, and attic insulation. Homes receive a blower door test (a diagnostic tool to locate and correct air infiltration), and homes with gas appliances receive a combustion appliance safety test that checks for carbon monoxide gas leakage. Homes with gas appliances are provided with carbon monoxide alarms. The program uses income-based eligibility as per the Federal poverty guidelines for that program year. Once eligibility is determined, clients with no hot water, no heat, or are in danger of having their power shut off are served as emergencies. Services are then based on clients with the lowest income, highest energy burden, and those with one household member who is considered in the vulnerable population. This board order is to accept funding for the 2018-19 program year. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the Department will not receive additional funding to continue operation of the weatherization assistance program in Contra Costa County. CHILDREN'S IMPACT STATEMENT: The Employment and Human Services Department, Community Services Bureau energy program supports one Contra Costa County community outcome - Outcome #4: "Families that are Safe, Stable and Nurturing." This outcome is supported by the provision of home energy assistance to keep households warm in winter and to increase household energy efficiency. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Amendment Agreement #29-815-1 with the California Board of State and Community Corrections, to amend Grant Agreement #29-815, effective June 1, 2019, to extend the termination date from August 20, 2020 to September 30, 2021 with no change in the amount payable to the County of $5,984,086, to provide pre-arrest, at-arrest and post-arrest diversion opportunities and coordination services for Antioch residents with behavioral health issues. FISCAL IMPACT: Approval of this Grant Amendment Agreement will allow the County to extend services to include fiscal year 2020/2021. (No additional County match required) BACKGROUND: This Grant is funded by Proposition 47, The Safe Neighborhoods and Schools APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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., 925-957-5501 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 60 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Grant Amendment Agreement #29-815-1 with California Board of State and Community Corrections BACKGROUND: (CONT'D) Act, to ensure services for adults with behavioral issues who are committing non-serious, non-violent crimes are available through prevention, diversion and support programs. On September 26, 2017, the Board of Supervisors approved Contract #29-815 with the California Board of State and Community Corrections for the CoCo LEAD+ project which provides pre-arrest, at-arrest and post-arrest diversion opportunities and coordination services for Antioch residents with behavioral health issues through for the period from June 16, 2017 through August 20, 2020. Approval of Grant Amendment Agreement #29-815-1 will allow the County to extend the termination date from August 20, 2020 to September 30, 2021. This Agreement requires the County to indemnify the State for 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 CoCo LEAD+ program and Antioch residents with behavioral health issues committing non-violent and non-serious crimes will not receive prevention, diversion and support services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee (Director of Environmental Health), to execute Grant Agreement #28-759-22 (State #TEA26-18-0001) with the California Department of Resources Recycling and Recovery (CalRecycle) to pay the County an amount not to exceed $189,289, for the Environmental Health Waste Tire Enforcement Program, for the period from June 30, 2019 through September 30, 2020. FISCAL IMPACT: Approval of this Agreement will result in up to $189,289 in funding from CalRecycle for the Environmental Health Waste Tire Enforcement Program. No County match required. BACKGROUND: Contra Costa Environmental Health/General Programs is the solid waste Local Enforcement Agency for the County, except for the City of Pittsburg. On December 11, 2018, the Board of Supervisors approved the submission of grant application to California Department of Resources Recycling and Recovery (CalRecycle) for the Environmental Health Waste Tire Enforcement Program through September 30, 2020. Approval APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Marilyn Underwood, 925-692-2521 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 61 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Approval of Grant Agreement #28-759-22 with the California Department of Resources Recycling and Recovery BACKGROUND: (CONT'D) of Grant Agreement #28-759-22 will allow Contra Costa Environmental Health to continue the Environmental Health Waste Tire Enforcement Program. This agreement includes agreement to indemnify and hold the State harmless, through September 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County will not be able to monitor and reduce illegal waste tire practices, educate and enforce proper waste tire management throughout the County, assist in reducing potential vector problems and prevent tire fires, nor protect public health and safety. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to submit Application #28-511-39 to the California Department of Resources Recycling and Recovery (CalRecycle), to pay County an amount not to exceed $25,129, for the continuation of the Local Enforcement Agency (LEA) assistance funds for the Department's Environmental Health Division Solid Waste Program, for the period July 1, 2019 through October 29, 2020. FISCAL IMPACT: Approval of this application will result in a projected amount not to exceed $25,129 of funding for the Department's Solid Waste Program. No County match is required. BACKGROUND: The CalRecycle provides these grants annually to assist Statewide LEA in performing their duties. Pursuant to Public Resources Code Section 43230, this grant award will be used solely for the support of the solid waste facilities permit and inspection programs, including personnel, training, equipment, supplies, and technical support. Approval of Application #28-511-39 will allow County to apply APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Marilyn Underwood, 925-692-2521 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 62 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Application #28-511-39 to the California Department of Resources Recycling and Recovery BACKGROUND: (CONT'D) to receive funds for continuation of the LEA assistance funds, through October 29, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this application is not approved, the County will not be able to receive funds to carry out its solid waste facilities permit and inspection programs. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Agreement #29-536-7 (CA1070L9T051807) with the United States Department of Housing and Urban Development (HUD) to pay County in an amount not to exceed $175,596 for the County’s Homeless Management Information System (HMIS) project, for the period from July 1, 2019 through June 30, 2020. FISCAL IMPACT: Approval of this award will result in an amount not to exceed $175,596 in funding, payable to the County from HUD McKinney-Vento Homeless Assistance Act Funds and includes a 25% County match. BACKGROUND: The Contra Costa County Homeless Program administers the HMIS project in Contra Costa Homeless Continuum of Care which is a mandated project for jurisdictions that receive homeless assistance funds from the Department of Housing and Urban Development. The County began its HMIS implementation in 2004 and the project is steadily growing. The HMIS Policy Committee of the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 63 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Grant Agreement #29-536-7 with United States Department of Housing and Urban Development BACKGROUND: (CONT'D) Inter-jurisdictional Council on Homelessness, which is the central planning body for design and implementation of our HMIS, has determined that with the growing needs of our HMIS community, additional funding would help provide better analysis of aggregate data and utilize the HMIS to its fullest potential. These funds will allow an upgrade to our software system, purchase licenses to accommodate additional service providers, and pay for staff time needed to analyze the data and implement data-driven decision making and progress-tracking. The County’s expanded HMIS project will better assess homeless needs in Contra Costa County, allow for a more targeted allocation of resources, and coordinate services more efficiently and effectively to better facilitate meeting the goals to end homelessness. Additionally, it will allow the Continuum to engage other homeless and mainstream service providers who are not currently participating in the HMIS. The ability to share information with other providers such as the local Office of Education, Workforce Development Board, regional office of the Social Security Administration and the Veterans Administration will greatly enhance service delivery and encourage opportunities for formal partnerships. Approval of Grant Agreement #29-536-7, will allow the County to receive funding for the HMIS project through June 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this award is not accepted, the County will not receive funding to support the HMIS project. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Agreement #28-798-9 (CA0189L9T051810) from the United States Department of Housing and Urban Development (HUD) to receive McKinney-Vento funding, payable to County in an amount not to exceed $274,726 for the Permanent Connections Supportive Housing Program, for the period from July 1, 2019 through June 30, 2020. FISCAL IMPACT: This grant will result in $274,726 of funding from HUD, including a required 25% County match BACKGROUND: Permanent Connections Supportive Housing provides housing sites for homeless, transition-age youth, between the ages of eighteen (18) and twenty-four (24), with disabilities. Ten (10) units are set aside for youth, who are disabled by mental illness, substance abuse, HIV/AIDS, or dual/multiple diagnoses. The program is designed to provide on-going supportive services with an emphasis on families maintaining their permanent, safe, and affordable housing. On August 7, 2018, the Board of Supervisors APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 64 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Grant Agreement #28-798-9 from the United States Department of Housing and Urban Development (HUD) BACKGROUND: (CONT'D) approved Grant Agreement #28-798-8 for the period from July 1, 2018 through June 30, 2019. Approval of Grant Agreement #28-798-9 will allow the County to continue to perform all responsibilities in relation to receipt of the funding for the Permanent Connections Supportive Housing Program through June 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County will not receive funding to support the Permanent Connections Supportive Housing Program. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the City of Oakley, including mutual indemnification, to pay the County an amount not to exceed $100,000 to provide development, storage and on-going support of the Automated Report System (ARS) for the period May 1, 2019 through December 31, 2023. FISCAL IMPACT: No Net County Cost. 100% Revenue over 3.5 years. BACKGROUND: The Office of the Sheriff will provide the ARS report writing system that our Office developed. The system was developed to be more user friendly and to ease the entry of data and seamless transfer into our system. With constant legislative changes we can quickly update our system to meet those requirements. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this contract will result in the inability of Sheriff’s Office to provide the City of Oakley with a superior report writing system than they are currently using, reduced revenue for the Office of the Sheriff and the County General Fund. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sandra Brown 925-335-1553 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 65 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Automated Report System - City of Oakley RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-644-22 with MGA Healthcare, Inc., a corporation, in an amount not to exceed $400,000, to provide temporary medical staffing services including pharmacy inventory specialist, clinical laboratory scientist supervisor, medical clinical analyst, and permanent placement recruiting services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period from January 1, 2019 through December 31, 2019. FISCAL IMPACT: This Contract is funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: On January 9, 2018, the Board of Supervisors approved Contract #26-644-20 (as amended by Contract Amendment Agreement #26-644-21) with MGA Healthcare, Inc., to provide temporary pharmacists, laboratory, respiratory, pharmacy, radiology technicians, specialty registered nurses and permanent placement recruitment services at CCRMC and Contra Costa Health Centers to provide coverage during peak loads, temporary absences and emergencies, 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: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 66 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #26-644-22 with MGA Healthcare, Inc. BACKGROUND: (CONT'D) Approval of Contract #26-644-22 will allow the Contractor to continue providing temporary medical staffing services at CCRMC and Contra Costa Health Centers, through December 31, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County will not have access to Contractor's temporary medical staffing services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74–462-7 with Brain Health Professional Services, P.C., a corporation, in an amount not to exceed $319,488, to provide outpatient psychiatric services for mentally ill older adults in Central Contra Costa County, for the period from May 1, 2019 through April 30, 2020. FISCAL IMPACT: This Contract is funded entirely by Mental Health Realignment funds. (No rate increase) BACKGROUND: On April 17, 2018, the Board of Supervisors approved Contract #74-462-5 (as amended by Contract Amendment Agreement #74-462-6) with Brain Health Professional Services, P.C., for the provision of outpatient psychiatric services, including, but not limited to diagnosing, counseling, evaluating, and providing medical and therapeutic treatment to mentally ill older adults in Central Contra Costa County for the period May 1, 2018 through April 30, 2019. Approval APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 67 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #74–462-7 with Brain Health Professional Services, P.C. BACKGROUND: (CONT'D) of Contract #74-462-7 will allow Contractor to continue providing outpatient psychiatric services through April 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s clients will not have access to Contractor’s outpatient psychiatric services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-653 with Huron Consulting Services, LLC, a limited liability company, in an amount not to exceed $95,000, including mutual indemnification, to provide consulting services regarding Contra Costa Regional Medical Center (CCRMC) and Health Centers administrative and clinical operations, for the period from May 1, 2019 through April 30, 2020. FISCAL IMPACT: This Contract is funded with 100% Hospital Enterprise Fund I. BACKGROUND: Under Contract #76-653 Contractor will provide professional consulting to CCRMC, and Health Centers administrative and clinical operations, including assessment and recommendations of staffing levels, productivity trends, patient scheduling process, physician schedules and templates for optimal efficiency and recommendations on use of County’s Electronic Health Record (EHR) systems, for the period from May 1, 2019 through April 30, 2020. This contract includes APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: David Runt, 925-370-5821 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 68 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #76-653 with Huron Consulting Services, LLC BACKGROUND: (CONT'D) mutual indemnification to hold harmless both parties for any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County will not have access to Contractor’s expert professional consulting with regard to support and optimization of CCRMC. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute Change Order No. 1 with: Mark Scott Construction, Inc. for Job Order Contract 008; Staples Construction Company for Job Order Contract 009; and Aztec Consultants for Job Order Contract 010, to increase the payment limit by $2,400,000 to a new payment limit of $4,900,000 each, as allowed by Public Contract Code 20128.5, Countywide. FISCAL IMPACT: Projects under Job Order Contract 008, 009, & 010 are only issued when there is an approved project and funding. The maximum contract value of $4.9 million per annual job order contract is a maximum limit based on Public Contract Code Section 20128.5 to reflect the percentage change in the consumer price index (not actual appropriated dollars), and it is possible that the limit may not be reached. Having this limit allows for efficiency and flexibility in accomplishing work up to the maximum statutory limit (100% Various Funds). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 69 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:APPROVE Change Order No. 1 for repair, remodeling, and other repetitious work for Job Order Contracts 008, 009 & 010 (WW0948) BACKGROUND: To date, the Job Order Contracts (JOC) Program has been, and is anticipated to be, a valuable construction project delivery tool for the term of the JOC contracts. Central to the JOC Program is that JOC contracts are performance-based; and as contractors perform well and timely, they will be the more likely candidates for consideration for future JOC Job Orders. Capital Projects Division desires to increase the payment limit of each of the contracts so that additional JOC projects can be performed by Mark Scott Construction (JOC 008), Staples Construction (JOC 009), and Aztec Consultants (JOC 010) since there is a great need to continue utilizing JOC contracts. On September 11, 2018, the Board of Supervisors authorized the Public Works Director, or designee, to solicit bids for job order contracts for repair, remodeling, and other repetitive work, and bring to the board recommendations to award four contracts. On September 11, 2018, bids were invited by the Public Works Director. On October 11, 2018, the Public Works Director received 3 bids for the job order contracts. The scope of work for the work performed under the JOCs will be determined by individual job orders using the Construction Task Catalog. On November 13, 2018, job order construction contracts were awarded to the three lowest, responsive bidders: Mark Scott Construction (JOC 008), Staples Construction (JOC 009), and Aztec Consultants (JOC 010) for job orders under the JOCs in amounts not less than $25,000 nor more than $2,500,000. The term of the JOCs is 12 months from and after the starting date as established by the Notice to Proceed for the first job order issued under each contract. California Environmental Quality Act (CEQA) requirements will be addressed on a project-by-project basis as job orders occur. Each of the job order contractors will perform outreach required under the County's Outreach Program for the work to be performed under each job order in excess of $175,000. The Public Works Director recommends the Board to approve Change Order No. 1 with Mark Scott Construction, Staples Construction, and Aztec Consultants in the amount of $2,400,000, to increase the payment limit from $2,500,000 to a new maximum contract value of $4,900,000, as allowed by Public Contract Code 20128.5. CONSEQUENCE OF NEGATIVE ACTION: If the change order is not approved, the County will not have the resources to complete deferred maintenance projects as described in the Facilities Lifecycle Improvement Program (FLIP) report and other County construction projects involving repair, remodeling, and other repetitive work. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a Purchase Order with Food Service Partners, Inc., in an amount not to exceed $1,400,000 for the purchase of routine food deliveries for patients and staff at the Contra Costa Regional Medical Center (CCRMC) for the period from September 1, 2019 through August 31, 2021. FISCAL IMPACT: Funding is entirely included in the Hospital Enterprise Fund I budget. BACKGROUND: Food Service Partners, Inc. provides daily delivery of bulk and premade food for both staff and patients at CCRMC. Daily delivery ensures product safety. CONSEQUENCE OF NEGATIVE ACTION: If this Purchase Order is not approved, the CCRMC will not have the capability of providing food to patients and staff. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm, Margaret Harris C. 70 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Purchase Order with Food Service Partners, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Contract Amendment No. 2 with ECS Imaging, Inc., effective May 7, 2019, to increase the payment limit by $48,000 from $385,402 to a new payment limit of $433,402, and to extend the term from September 30, 2019 to September 30, 2020 for additional necessary work associated with the implementation of Laserfiche, an electronic records content management system, Countywide. Project No.: Various FISCAL IMPACT: 100% by various funds that have been approved for the implementation of Laserfiche. The amount of $48,000 is for project management. BACKGROUND: On September 27, 2016, the Board of Supervisors approved a contract with ECS Imaging, Inc., for software, software support and Laserfiche implementation for all Public Works divisions. On January 16, 2018, the Board of Supervisors approved Contract Amendment No. 1 with ECS Imaging, Inc. to purchase additional software modules and licenses, and to continue with project management. Public Works continues to have files that must be scanned and indexed correctly to assure APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Carrie Ricci, 925-313-2235 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 71 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:APPROVE Contract Amendment No. 2 with ECS Imaging, Inc. Countywide. BACKGROUND: (CONT'D) that searching the electronic files results in accurate retrieval of data, documents and images by both staff and the public. To this end, Public Works has secured funds for project management services to complete the implementation Department-wide.The project management is to work with Public Works divisions to complete their work processes and set up work flows in Laserfiche to more efficiently store records electronically. CONSEQUENCE OF NEGATIVE ACTION: Without approval of the contract amendment, Public Works will not be able to complete Laserfiche implementation and/or provide software and support for the existing system. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute on behalf of the Employment and Human Services Department (EHSD), a purchase order with Downtown Ford Sales, not to exceed $27,730, to procure one (1) new vehicle for EHSD's fleet. This new vehicle will replace one (1) non-internal service fund vehicle which is in need of costly repairs. AP#005072 FISCAL IMPACT: This action will allow the County to pay $27,730 in County funds for a much needed vehicle. BACKGROUND: Access to reliable cars is a necessary function for EHSD's Social Workers, where compliance to regulations and diligence in service to the Child Welfare System and Aging and Adult Service sectors of our community, require a variety of Social Worker interaction with children, aging adults, and their families and caregivers. Newer vehicles, on average, are more reliable and require less time being repaired. In addition, there are safety and personal damage issues when Social Workers use their personal cars for client transport or home visits, especially at initial intervention with families. This new vehicle is needed to comfortably accommodate social workers and customers. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Tracy Story (925) 597-1172 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 72 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Authorize Purchasing Agent to Issue Purchase Order BACKGROUND: (CONT'D) EHSD will be submitting an appropriation adjustment for the purchase of this new vehicle. CONSEQUENCE OF NEGATIVE ACTION: EHSD would not be able to efficiently and safely meet growing County needs, with aging and unreliable vehicles. ATTACHMENTS TC24/27-AP005072 RECOMMENDATION(S): APPROVE and AUTHORIZE the County Clerk-Recorder, or designee, to execute a Software and Services Agreement with Granicus, Inc., in an amount not to exceed $1,631,830 for the license, implementation and maintenance of the RecorderWorks software suite, ClerkDocs software, and related professional services for the period of May 7, 2019 through May 6, 2024. FISCAL IMPACT: There is no fiscal impact to the County General Fund for this contract. The contract will be fully funded by the dedicated Recorder Modernization Trust Fund (2451), the Recorder Redaction Trust Fund (2453) and the Recorder Electronic Recording Trust Fund (2454). BACKGROUND: The Clerk-Recorder Department developed a comprehensive Request for Proposals (RFP) for an integrated electronic recording, cashiering, indexing and imaging system to replace the County's 20-year old legacy system. The County's existing Clerk Record Imaging and Information System (CRiis) cannot be upgraded and is no longer supported by the vendor. The selected system is expected to serve the County for the next 20 years. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Barbara Dunmore, 925-335-7919 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 73 To:Board of Supervisors From:Joseph E. Canciamilla, Clerk-Recorder Date:May 7, 2019 Contra Costa County Subject:Contract for County Clerk-Recorder Integrated Electronic Recording, Cashiering, Indexing and Imaging System BACKGROUND: (CONT'D) Seven bid responses were received. An Evaluation Committee performed a thorough review of the responses, participated in interactive demonstrations, visited counties using the proposed systems, and checked references. The Committee selected SouthTech Systems. SouthTech Systems was acquired by Granicus, Inc., during the bid evaluation process. CONSEQUENCE OF NEGATIVE ACTION: The Clerk-Recorder will be required to perform clerk and recording services using an outdated system that cannot be upgraded and is no longer supported by the vendor. This system also provides the means to maintain and locate the County's electronic historical vital and real property records, which go back to the 1800's. Failure to adequately protect these records could cause the loss of priceless historical information. The County Clerk-Recorder is charged with maintaining and preserving many of these records in perpetuity (forever). RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Bay Area Chaplains, Inc., in an amount not to exceed $162,100 for chaplaincy services for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: $162,100; Budgeted, 100% Inmate Welfare Fund. BACKGROUND: The Bay Area Chaplains, Inc., provide clergy to meet the diverse spiritual needs of inmates and their families housed in the Office of the Sheriff's adult detention facilities in Contra Costa County. Clergy of all denominations provide counseling, religious materials and literature, bible studies, worship services, and respond to crisis and emergencies involving inmates or staff. CONSEQUENCE OF NEGATIVE ACTION: Chaplaincy services within the three adult detention facilities will discontinue after July 1, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sandra Brown, 925-335-1553 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 74 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:CHAPLAIN SERVICES FOR ADULT DETENTION FACILITIES RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the Contra Costa County Office of Education in an amount not to exceed $648,709 to continue providing educational services to inmates for the period of July 1, 2019 through June 30, 2020. FISCAL IMPACT: $648,709.00, 100% Inmate Welfare Fund Budgeted. No net County cost. BACKGROUND: The County has contracted with the Contra Costa County Office of Education since 1985 to provide educational services at the adult detention facilities. These services provide inmates with educational and vocational training including: basic literacy, GED (General Education) preparation, substance abuse prevention, computer skills, flood control, landscaping, and woodworking. By providing these services, inmates are provided with the opportunity to gain education and skills to prepare for re-entry into the community. CONSEQUENCE OF NEGATIVE ACTION: Educational services for inmates within the County's three detention facilities will discontinue. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sandra Brown, (925) 335-1553 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 75 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Interagency Agreement with the CCC Office of Education for Inmate Education Services RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with First Place For Youth in an amount not to exceed $572,400 to provide transitional housing assistance for emancipated youth for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are 100% State Transitional Housing Program Plus and is included in the Department's Fiscal Year 2019-20 recommended budget. BACKGROUND: First Place For Youth provides Transitional Housing Program (THP) - Plus support services to emancipated foster youth up to age 24 who have been referred by the Independent Living Skills Program (ILSP) staff. AB427 enabled the State to announce the availability of THP-Plus funds to counties interested in providing transitional housing services to emancipating foster youth. Contra Costa County elected to participate in the program. CONSEQUENCE OF NEGATIVE ACTION: Housing and support services for youth transitioning from foster care to independent living will be hindered. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 76 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with First Place For Youth for Transitional Housing Assistance for Emancipated Youth 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 safe housing and support to assist youth while transitioning from foster care to independent living. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Dell Computers in an amount not to exceed $160,000 for replacement of computer equipment for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds are in the Library's FY 2019/20 budget. BACKGROUND: The library maintains over 975 computers through its 26 community locations, with 152 computers that are over five years old, far exceeding their lifetime recycle schedule. In order to support community library service needs and expectations of providing free computer access to the Internet and other software, and to improve the performance of web technology and quality of web typography, the library will purchase 152 new computers to replace the aging hardware and software. The Library has routinely replaced about 150 desktop computers annually to promote high system performance. In accordance with Administrative Bulletin No. 611.0, County Departments are required to obtain Board approval for single item purchases over $100,000. The County Administrator's Office has reviewed this request and recommends approval. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Walt Beveridge 925-608-7730 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 77 To:Board of Supervisors From:Melinda Cervantes, County Librarian Date:May 7, 2019 Contra Costa County Subject:Purchase Order with Dell CONSEQUENCE OF NEGATIVE ACTION: Should the Board elect to not approve the recommendation, the library's access to web applications and newer technology to support user expectations will continue to be diminished. CHILDREN'S IMPACT STATEMENT: Supports "Children Ready for and Succeeding in School" and "Families that are Safe, Stable, and Nurturing" through early childhood education, nutrition and health services to low-income children, as well as self-sufficiency programs and emergency services for eligible families throughout Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Lutheran Social Services of Northern California, in an amount not to exceed $264,600 to provide transitional housing assistance for emancipated youth for the period of July 1, 2019 through June 30, 2020. FISCAL IMPACT: This contract is funded with entirely by State 2011 Realignment revenue and is included in the FY 2019/20 Employment and Human Services budget. BACKGROUND: AB 427 authorized Transitional Housing Program (THP) - Plus funds to reimburse counties that provide transitional housing services to emancipating foster youth. Contra Costa County has contracted with Lutheran Social Services of Northern California since 2007 to provide THP - Plus support services to emancipated foster youth, who are non-minor dependents, up to and including age 23, and have been referred by staff of EHSD Independent Living Skills Program. CONSEQUENCE OF NEGATIVE ACTION: Housing and support services will not be available to assist youth transitioning from foster care to independent living. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 78 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Lutheran Social Services of Northern California for Transitional Housing Assistance for Emancipated Youth CHILDREN'S IMPACT STATEMENT: This contract supports all five 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, by providing safe housing and support to assist youth while transitioning from foster care to independent living. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #23-457-16 with Health Care Interpreter Network, a non-profit corporation, effective July 1, 2018, to amend Contract #23-457-13 (as amended by Amendment Agreement #23-457-15), to increase the payment limit by $778,560, from $400,000 to a new payment limit of $1,178,560 and to modify the quarterly payment for translation services, with no change in the term of July 1, 2017 through June 30, 2019. FISCAL IMPACT: This amendment is funded 100% by Hospital Enterprise Fund I. (Rate increase) BACKGROUND: On June 6, 2017, the Board of Supervisors approved Contract #23-457-13, as amended by Amendment #23-457-15, with Health Care Interpreter Network for the provision of consultation and technical assistance with regard to the Healthcare Interpreter Network System including, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Patrick Godley, 925-957-5405 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 79 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment #23-457-16 with Health Care Interpreter Network BACKGROUND: (CONT'D) providing qualified foreign language and sign language interpretation services via video conferencing, for the period from July 1, 2017 through June 30, 2019. This contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of this Contract. Due to an increased demand for translation services by the Health Services Department, and to include Muir Orthopedics Services sites, an increase in the quarterly contractor's management and oversight services' fee is necessary. Approval of Contract Amendment Agreement #23-457-16 will allow the Contractor to provide additional translation services through June 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, County will not receive additional translation services from this contractor. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with JBI, LTD, doing business as Justice Benefits Incorporated (JBI), in an amount not to exceed $200,000 to provide training and Title IV-E claiming assistance for the period June 1, 2019 through May 31, 2022. FISCAL IMPACT: Actual cost to the Probation Department will not exceed 15% of the total Title IV-Claim. The cost will be approximately $65,000 annually. BACKGROUND: Title IV-E of the Social Security Act authorized the Foster Care and Adoption Assistance programs to provide federal matching funds to states for directly administering the programs. Its objectives were to improve the quality of care of children in foster care, reduce the number of children in foster care, return children to their homes as soon as conditions permit, and facilitate the adoption or permanent placement of children who cannot be returned to their homes. A single State agency is designed to claim Federal Title IV-E. In California, the agency is the California Department of Social Services (CDSS). The state designates implementation at the local level APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Danielle Fokkema, 925-313-4195 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 80 To:Board of Supervisors From:Todd Billeci, County Probation Officer Date:May 7, 2019 Contra Costa County Subject:Contract with Justice Benefits Incorporated BACKGROUND: (CONT'D) through the county’s Social Services Agency. In Contra Costa County that agency is Employment and Human Services (EHSD). In April 2015, CDSS audited Contra Costa Probation’s Title IV-E claims. During this audit it was determined that Probation is properly claiming the correct juveniles, but there was concern that Probation was under reporting the amount of time they are working with these youths. JBI specializes in Federal Revenue Maximization for state and local entities. They are the national experts in Title IV-E claiming assistance for Probation departments and they contract with 30 Probation departments in California alone. Contra Costa Probation needs the assistance of JBI to determine how to accurately capture the amount of time deputies work with Title IV-E eligible youths. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County will no longer have the training and claiming expertise provided by JBI. CHILDREN'S IMPACT STATEMENT: This action supports four 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 Safe, Stable and Nurturing"; and, 4) "Communities that are Safe and Provide a High Quality of Life for Children and Families" RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Phamatech, Incorporated in an amount not to exceed $250,000 for Child Welfare Mandated Drug Testing services for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: This contract will result in expenditures of up to $250,000 and will be funded 30% by County General Funds and 70% by State 2011 Child Welfare Services Outcome Improvement Project-Realignment funds. BACKGROUND: This contract was awarded January 23, 2019 through a competitive bid process, Request For Proposals (RFP) 1164. Random drug tests are court-ordered services and are ordered as part of the client service plan. Laboratory results are submitted for inclusion in the Child Welfare Family Maintenance and Reunification cases. Services include insuring the availability of specimen collection sites, screening test specimens, providing "on-demand" sample testing when requested by the County's Employment and Human Services Department, and providing monthly statistics to the Department for clients referred for drug testing. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 81 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Phamatech, Incorporated for Mandatory Child Welfare Drug Testing Services CONSEQUENCE OF NEGATIVE ACTION: Without this service, the Employment and Human Services Department would be unable to comply with court-ordered drug testing. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase order with Hammons Supply Company, in an amount not to exceed $180,000 for the purchase of miscellaneous custodial supplies and equipment repairs as needed by the three County detention facilities for the period June 1, 2019 through May 31, 2020. FISCAL IMPACT: $180,000. 100% General Fund; Budgeted. BACKGROUND: Hammons Supply Company provides miscellaneous janitorial products and equipment for the three Detention Facilities of Contra Costa County. This vendor offers lower pricing for specific custodial products, such as plastic liners, latex gloves and toilet paper when compared to other major county suppliers. They also have a local warehouse that accommodates quicker delivery and/or pick-up of supplies. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Heike Anderson 925-335-1339 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Paul Reyes, Heike Anderson, Mary Jane Robb C. 82 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Purchase Order - Hammons Supply Company RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment #23-461-8 with Vialanguage, Inc., a corporation, effective March 1, 2019, to amend Contract #23-461-7, to increase the payment limit by $205,000, from $500,000, to a new payment limit of $705,000, with no change in the term of December 1, 2016 through November 30, 2019. FISCAL IMPACT: This Amendment is funded 100% by Hospital Enterprise I Fund. (No rate increase) BACKGROUND: On December 16, 2016, the Board of Supervisors approved Contract #23-461-7 with Vialanguage, Inc. for the provision of translation of written documents for the County’s Health Services Department, for the period from December 1, 2016 through November 30, 2019. Approval of Contract Amendment Agreement #23-461-8 will allow the Contractor to provide additional translation services through November 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 83 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment #23-461-8 with Vialanguage, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, Contractor will not be able to provide additional translation services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #24–794–9(11) with BHC Sierra Vista Hospital, Inc., a corporation, to amend Contract #24–794–9(10), effective May 1, 2019, to decrease the payment limit by $175,000, from $250,000 to a new payment limit not to exceed $75,000 and include a six-month automatic extension through December 31, 2019 in an amount not to exceed $37,500. FISCAL IMPACT: This amendment is funded 100% by Mental Health Realignment funds. (No rate increase) BACKGROUND: On July 24, 2018, the Board of Supervisors approved Contract #24–794–9(10) with BHC Sierra Vista Hospital, Inc., for the period from July 1, 2018 through June 30, 2019 for the provision of inpatient psychiatric hospital services to County-referred adults and adolescents. This contract includes mutual indemnification. Approval of Contract Amendment Agreement #24-794-9(11) will allow the Contractor to decrease the payment limit and include a six month automatic extension through December 31, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: l, M Wilhelm C. 84 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract Amendment #24–794–9 (11) with BHC Sierra Vista Hospital, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the contract payment limit will not be consistent with the County’s utilization of the services provided by the Contractor nor will an automatic extension be available for the County to continue receiving services for inpatient psychiatric services at the Contractor’s facility. CHILDREN'S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcome: “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include a decrease in the need for inpatient care and placement at a lower level of care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Contra Costa Family Justice Alliance in an amount not to exceed $150,000 to provide support services to victims of interpersonal violence and coordination of community family justice workshops for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are 100% County (General Fund) and are included in the FY 2019/20 department budget. BACKGROUND: This contract is to ensure delivery of effective services for victims of interpersonal violence (domestic violence, sexual assault, child abuse and maltreatment, elder abuse, and human trafficking) through a coordinated client-centered, multidisciplinary service model. Contra Costa Family Justice Alliance (CCFJA) provides support and assistance to increase the safety and empowerment of families in Contra Costa County experiencing interpersonal violence and to coordinate access to multiple service providers APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 85 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Contra Costa Family Justice Alliance for Service to Victims of Interpersonal Violence BACKGROUND: (CONT'D) and achieve specific measured outcomes. CCFJA organizes and coordinates community family justice workshops, coordinates a multi-disciplinary team, participates in the Alliance to End Abuse collaborative for evaluation, planning, and fundraising as well as assisting in developing aligned policies, practices, and protocols to service delivery for victims of human trafficking. CONSEQUENCE OF NEGATIVE ACTION: Victims of interpersonal violence in Contra Costa County will not have access to enhanced, coordinated services. 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, by providing support and assistance with coordinating access to multiple service providers of crisis intervention, law enforcement, and long-term wellness programs. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Lao Family Community Development Inc., a non-profit corporation, in an amount not to exceed $105,000 for job services and job placement to limited English proficient California Work Opportunity and Responsibility to Kids (CalWORKs) clients for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are with California Work Opportunity and Responsibility to Kids (CalWORKs) Single Allocation, which are 85% Federal and 15% State. [CFDA #93.558] BACKGROUND: Lao Family Community Development Inc. provides pre- and post-employment services and translation and interpretation services in Vietnamese and various Laotian dialects to limited English proficient refugees that are CalWORKs participants residing in West Contra Costa County. Services include assisted job search, job placement, employment dispute resolution for job retention, and other job related information. CONSEQUENCE OF NEGATIVE ACTION: Valuable job training services to limited English speaking CalWORKs clients would terminate. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 86 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Lao Family Community Development Inc. for Job Services CHILDREN'S IMPACT STATEMENT: This contract supports three of the five community outcomes established in the Children's Outcome Report, (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 job training to encourage family self-sufficiency. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Monument Impact in an amount not to exceed $116,000 for job search and placement services to California Work Opportunity and Responsibility to Kids (CalWORKs) clients with limited English proficiency for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are from the California Work Opportunity and Responsibility to Kids (CalWORKs) Single Allocation, which is 85% Federal and 15% State funds. [CFDA #93.558] BACKGROUND: CalWORKs, Welfare-to-Work (WTW) recipients face multiple barriers to employment. As a result, recipients may participate in a variety of activities leading to employment. The Contractor provides job readiness, job search and placement, and English as a second language (ESL) classes in the local adult schools, community colleges, or other appropriate educational institutions. CONSEQUENCE OF NEGATIVE ACTION: Valuable job training services to limited English speaking CalWORKs clients would terminate. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 87 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Monument Impact, Job Services for Limited English Proficient CalWORKs Clients CHILDREN'S IMPACT STATEMENT: This contract supports two of the five community outcomes established in the Children's Outcome Report - Outcome 3: Families that are Economically Self Sufficient and Outcome 4: Families that are Safe, Stable and Nurturing, by providing job training to encourage family self-sufficiency. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #77-159-1 with Pathways Home Health and Hospice, a non-profit corporation, effective May 1, 2019, to amend Contract #77-159 to increase the payment limit by $425,000, from $75,000 to a new payment limit of $500,000 and to provide additional hospice services to Contra Costa Health Plan (CCHP) members, with no change in the term of August 1, 2018 through July 31, 2020. FISCAL IMPACT: This amendment is funded 100% by CCHP Enterprise Fund II. (Rate increase) BACKGROUND: In October 2018, the County Administrator approved and the Purchasing Services Manager executed Contract #77-159 with Pathways Home Health and Hospice, for the provision of hospice services, for the period from August 1, 2018 through July 31, 2020. Approval APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 88 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment #77-159-1 with Pathways Home Health and Hospice BACKGROUND: (CONT'D) of Contract Amendment Agreement #77-159-1 will allow the Contractor to continue to provide additional hospice services through July 31, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, certain hospice services for its 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 with FBC Community Outreach, Inc., in an amount not to exceed $264,179 to provide Child Welfare Redesign Differential Response Path 2 Case Management services in East Contra Costa County for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: This contract will increase expenditures by $264,179 funded entirely by State Child Welfare Services Outcome Improvement Project-Realignment funds. BACKGROUND: This Contractor was selected as a result of the competitive bid process to continue implementation of the Differential Response Path 2 Case Management Program, which provides early intervention in the lives of families who have had a report of abuse or neglect. The Differential Response Program works with community-based and/or faith-based organizations to provide case management and home visiting services to high-risk families to address the issues that brought the family to the attention of Children and Family Services (CFS). Selected contractors provide services to impact the family's ability to safely care for their children and avoid the further need for interaction with and further investigation by CFS. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 89 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with FBC Community Outreach, Inc. for Differential Response Program Case Management Services CONSEQUENCE OF NEGATIVE ACTION: Employment and Human Services will be unable to provide valuable case management services. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community 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” by providing community-based services to families to deter continued Children and Family Services intervention. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Catholic Charities of the East Bay, a non-profit corporation, in an amount not to exceed $521,014.43 to provide Child Welfare Redesign Differential Response (DR) Path 2 Case Management services in East and Central Contra Costa County and DR Intensive Services Countywide, for the period of July 1, 2019 through June 30, 2020. FISCAL IMPACT: This contract will increase expenditures by $521,014.43 funded entirely by State Child Welfare Services Outcome Improvement Project-Realignment funds. BACKGROUND: This Contractor was selected as a result of the competitive bid process to continue implementation of the Differential Response Path 2 Case Management Program, which provides early intervention in the lives of families who have had a report of abuse or neglect. The Differential Response Program works with community-based and/or faith-based organizations to provide case management and home visiting services APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 90 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Catholic Charities of the East Bay for Differential Response Program Case Management Services BACKGROUND: (CONT'D) to high-risk families to address the issues that brought the family to the attention of Children and Family Services (CFS). Selected contractors provide services to impact the family's ability to safely care for their children and avoid the further need for interaction with and further investigation by CFS. CONSEQUENCE OF NEGATIVE ACTION: Employment and Human Services will be unable to provide valuable case management services. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community 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” by providing community-based services to families to deter continued Children and Family Services intervention. 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 $260,971 to provide Child Welfare Redesign Differential Response Path 2 Case Management services in East and Central Contra Costa County for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: This contract will increase expenditures by $260,971 funded entirely by State Child Welfare Services Outcome Improvement Project-Realignment funds. BACKGROUND: This Contractor was selected as a result of the competitive bid process to continue implementation of the Differential Response Path 2 Case Management Program, which provides early intervention in the lives of families who have had a report of abuse or neglect. The Differential Response Program works with community-based and/or faith-based organizations to provide case management and home visiting services to high-risk families to address the issues that brought the family to the attention of Children and Family Services (CFS). Selected contractors provide services to impact the family's ability to safely care for their APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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 8-4691 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 91 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Contract with Uplift Family Services for Differential Response Program Case Management Services BACKGROUND: (CONT'D) children and avoid the further need for interaction with and further investigation by CFS. This contract serves East and Central County. West County does receive these Differential Response services, but via other contracts. CONSEQUENCE OF NEGATIVE ACTION: Employment and Human Services will be unable to provide valuable case management and home visiting services to high-risk families. CHILDREN'S IMPACT STATEMENT: This contract supports all five 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” by providing community-based services to families to deter continued Children and Family Services intervention. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #22-219-62 with Elior, Inc., (dba Bateman Community Living), a corporation, effective May 1, 2019, to amend Contract #22-219-61, to increase the annual payment limit by $148,687, from $2,868,382 to a new payment limit of $3,017,069 with no change in the term of July 1, 2018 through June 30, 2019, and to increase the automatic extension payment limit by $37,196 from $717,096 to a new payment limit of $754,292, with no change in the term of the automatic extension through September 30, 2019 to provide additional meal services for County’s Senior Nutrition Program FISCAL IMPACT: This amendment agreement is 100% federally funded, under Title III C-1 and Title III C-2 of the Federal Older Americans Act of 1965. (No rate increase) APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 92 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment Agreement #22–219–62 with Elior, Inc., (dba Bateman Community Living) BACKGROUND: This Contractor was selected to provide meals for the Senior Nutrition Program through a competitive bid process conducted by the County’s General Services Department (Purchasing). This Contract meets the social needs of the County’s population. Contractor will provide prepackaged, frozen meals, on 249 County-designated serving days, for elderly, disabled, and AIDS/HIV diagnosed citizens of Contra Costa County. On August 14, 2018, the Board of Supervisors approved Contract #22–219–61 with Elior, Inc., (dba Bateman Community Living), for the period from July 1, 2018 through June 30, 2019, with a three-month automatic extension through September 30, 2019, for the provision of meal services for County’s Senior Nutrition Program. This contract includes modifications to County’s standard indemnification clause and General Conditions. Approval of Contract Amendment Agreement #22-219-62 will allow the Contractor to provide additional meal services through June 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this amendment agreement is not approved, the elderly, disabled, and AIDS/HIV diagnosed citizens of Contra Costa County participating in the Senior Nutrition Program may not receive the appropriate meals or nutrition. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Lilliput Children’s Services, effective May 1, 2019 to increase the payment limit by $71,500 to a new payment limit of $491,500, for additional emergency financial support to families while awaiting Resource Family approval, with no change to the term, July 1, 2018 through June 30, 2019. FISCAL IMPACT: This will increase department expenditures by $71,500 for a new total of $491,500 to be entirely funded by State Kinship Supportive Services revenue. BACKGROUND: Lilliput Children’s Services was selected from a competitive procurement, Request for Proposal (RFP) #1159, to provide the Kinship Support Services Program for East Contra Costa County. The Kinship program provides community-based family support services to caregivers and the dependent children placed in their homes by the juvenile court as well as for those relative youth who are at risk of dependency or delinquency. Additionally, the program provide multiple support services for relative and non-relative caregivers, including site based mentoring, case management, support groups, recreational/group activities, respite, emergency assistance and educational forums. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 93 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Amend Contract with Lilliput Children’s Services for Kinship Support Services to Caregivers of Child(ren) of Revelative(s) BACKGROUND: (CONT'D) Prior to 2011, the California Department of Social Services (CDSS) allocated funds annually to individual counties for the purpose of recruiting foster caregivers. These funds, along with funding for other child welfare activities, were realigned to counties in 2011. In 2015, to address an anticipated increase in the needed number of caregivers resulting from the implementation of the Continuum of Care Reform effort, the CDSS initiated a time-limited, multi-year augmentation of realigned recruitment funds, known as Foster Parent Recruitment, Retention and Support (FPRRS). In addition to providing supplemental funding for the purpose of recruiting, retaining, and supporting foster caregivers, FPRRS also enacted a significant revision of the process by which counties receive this kind of funding. The Budget Act of 2015 included examples of allowable expenditures for FPRRS funds, which were later codified in Welfare and Institutions Code (W&IC) section 16003.5(a) by AB 403 (Chapter 773, Statutes of 2015). This augmentation is scheduled to end after fiscal year 2018-19. The additional funds being added to this contract represent unspent FPRRS funding available to Contra Costa County prior to June 30, 2019 for initial emergency family support. Emergency financial support enables the caregiver(s) to purchase needed resources to support a child while awaiting Resource Family approval and initiation of foster care payments. Support provided includes funding for groceries, furniture (e.g. crib), diapers, and clothing, to meet the child's immediate needs. Distributing these funds to Liliput Children's Services will provide valuable financial assistance to families awaiting home approval, helping each become an adequately supplied and welcoming Resource Family. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County foster youth, at-risk dependents and at risk non-minor dependents will have less access to transition into approved, appropriate, stable permanent placements with relatives, non-relative family members or resource families. CHILDREN'S IMPACT STATEMENT: This contract supports all five 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" by providing family support, stability, and safety of children, thereby preventing out-of-home placement. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Men and Women of Purpose in an amount not to exceed $191,650 for the provision of mentoring and placement services to assist adult inmates transitioning back into the community for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: $191,650; 100% 2019/20 AB109. BACKGROUND: The purpose of this Contract is to continue the Jail to Community Program as part of the County's AB109 public safety realignment plan. As part of the Jail to Community Program, the Men and Women of Purpose (MWP) and the Office of the Sheriff-Coroner commit to an ongoing collaboration to strengthen and develop a multi-disciplinary approach to serve adult offenders inside the County's West County Detention Facility, Martinez, Detention Facility, and Marsh Creek Detention Facility. Those incarcerated and in the custody of the County's Sheriff-Coroner would need to meet certain criteria to be among the AB 109 re-entry population. Some of the services MWP provides are initial assessments, recommending treatment plans, developing support groups, and assisting APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sandra Brown, 925-335-1553 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 94 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Men and Women of Purpose BACKGROUND: (CONT'D) participants with the recovery of their California Driver's License, Social Security Card and Green Cards for the re-entry population. MWP will provide participants online access and print outs of the County's 211 information services and participant services to each of its Outpatient and Day Treatment programs after the participant is released. CONSEQUENCE OF NEGATIVE ACTION: A negative action would result in the incarcerated not having an improved chance to not re-offend and return to the detention facility resulting in an increased fiscal impact and continued overcrowding. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment/Extension Agreement #74-552-1 with The Urban Institute, a non-profit corporation, effective June 1, 2019, to amend Contract #74-552, to increase the payment limit by $82,030, from $320,592 to a new payment limit of $402,622 and extend the termination date from September 30, 2020 to September 30, 2021, to provide evaluation services for the Contra Costa County Lead Plus (CoCo Lead+) Program. FISCAL IMPACT: This Amendment/Extension Agreement is funded 100% by the California Board of Community Corrections Grant (Proposition 47). (No rate increase) BACKGROUND: On October 17, 2017, the Board of Supervisors approved Contract #74-552 with The Urban Institute to provide evaluation of the CoCo Lead+ Program including, assessing of the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 95 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment #74-552-1 with The Urban Institute BACKGROUND: (CONT'D) program’s implementation, operations, performance and outcomes, for the period from October 16, 2017 through September 30, 2020. Approval of Contract Amendment/Extension Agreement #74-552-1 will allow contractor to provide additional services through September 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment/Extension Agreement is not approved, the County will not have a program evaluator for this project. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a Standard Services Agreement with Alameda County and Gemalto Cogent, Inc., for the term July 1, 2018 through June 30, 2023 in an amount not to exceed $1,797,281 for the purchase of biometrics system upgrade services to establish a remote system recovery site in case of a major disaster. FISCAL IMPACT: No County Cost. $1,797,281 from Regional CAL ID Funds. BACKGROUND: The Sheriff’s Office’s current Cogent Automated Biometric System (CABIS) is housed on outdated servers (10+ years old) that are running out of storage space. Under the proposed contract, the contractor will move the system moved onto a virtual environment, separating Alameda County and Contra Costa County systems, and replicate Contra Costa County’s systems to be housed in both counties as a disaster recovery site (Alameda County would host Contra Costa County's Disaster recovery site and vice versa). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Sandra Brown, 925-335-1553 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 96 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:May 7, 2019 Contra Costa County Subject:Agreement with Alameda County and Gemalto Cogent Inc. for Biometric System Upgrade and Disaster Recovery Site BACKGROUND: (CONT'D) Each County data will be mirrored at each site to be available for daily search functionality and as a backup. The agreement will be among Alameda County, Contra Costa County, and Gemalto Cogent, Inc. because each county has performance obligations in connection with creating the disaster recovery sites in the other county, as well as separate payment obligations under the contract. The contract will be documented using Alameda County’s standard services agreement. The contract is being backdated to July 1, 2018, due to Alameda County’s need to capture support services under the contract for the period July 1, 2018 forward. CONSEQUENCE OF NEGATIVE ACTION: If the Office of the Sheriff is not allowed to contract with Gemalto Cogent for the Primary Recovery/Disaster Recovery (PRDR) project, Contra Costa County Sheriff’s Office and its client agencies will not be able to perform fingerprint identification as well as maintaining mug shots in the event of a natural or manmade disaster as the entire Alameda and Contra Costa County CABIS system is housed in one location. In addition, Contra Costa County CABIS system is currently housed on a server which is over 10 years old. This server can fail at any moment. If our current server were to fail, without the recovery site, we would have to rebuild the CABIS system from scratch therefore; losing thousands of records. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Interagency Agreement #22-402-17 with City of Richmond, on behalf of its Fire Department, a government agency, in an amount not to exceed $788,854, to maintain a Hazardous Materials Response Unit and Hazardous Materials Emergency Vehicle, for the period from July 1, 2019 through June 30, 2021. FISCAL IMPACT: This Interagency Agreement is funded 100% by Assembly Bill 2185 fees that County charges to businesses for the handling of hazardous materials, and is included in the Department’s budget. (No rate increase) BACKGROUND: On August 8, 2017, the Board of Supervisors approved Interagency Agreement #22-402-16 with City of Richmond, on behalf of its Fire Department, for the period from July 1, 2017 through June 30, 2019, to maintain a Hazardous Materials Response Unit in West County. Approval APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Randall Sawyer, 925-335-3210 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 97 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Interagency Agreement #22-402-17 with City of Richmond, on behalf of its Fire Department BACKGROUND: (CONT'D) of Contract #22-402-17, will allow the Contractor to continue to maintain a Hazardous Materials Response Unit, the hazardous materials emergency response vehicle, and specialized training through June 30, 2021. This agreement includes mutual indemnification to hold harmless both parties for any claims arising out of performance of this agreement. CONSEQUENCE OF NEGATIVE ACTION: If this Interagency Agreement is not approved, Agency will not maintain a Hazardous Materials Response Team and Hazardous Materials Emergency Vehicle, leaving County without an effective response to hazardous material incidents in West Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-582-2 with Irene Lo, M.D., an individual, in an amount not to exceed $400,000, to provide general surgery services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: This Contract is funded 100% by Hospital Enterprise Fund I. (No Rate increase) BACKGROUND: On June 5, 2018, the Board of Supervisors approved Contract #76-582-1, with Irene Lo, M.D. to provide general surgery services at CCRMC and Contra Costa Health Centers, including clinic coverage, surgical procedures, consultations, on-call coverage and administrative support services, for the period July 1, 2018 through June 30, 2019. Approval of Contract #76-582-2 will allow the Contractor to continue to provide general surgery services at CCRMC and Contra Costa Health Centers through June 30, 2020. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 98 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #76-582-2 with Irene Lo, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, patients requiring general surgery services at CCRMC and Contra Costa Health Centers will not have access to Contractor’s services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-798-5 with Infectious Disease Doctors Medical Group, APC, a corporation, in an amount not to exceed $780,000, to provide infectious disease consulting services and training at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers for the period May 1, 2019 through April 30, 2022. FISCAL IMPACT: This Contract is funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: On April 10, 2018, the Board of Supervisors approved Contract #26-798-4 with Infectious Disease Doctors Medical Group, APC, to provide infectious disease consulting services including clinic sessions, on-call coverage and training for the period from May 1, 2018 through April 30, 2019. Approval of Contract #26-798-5 will allow Contractor to continue to provide infectious disease consulting services through April 30, 2022. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 99 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #26-798-5 with Infectious Disease Doctors Medical Group, APC CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, patients requiring infectious disease consulting services will not have access to Contractor’s services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-635-8 with Iraj Barbaee (dba Advanced Hearing Systems), an individual, in an amount not to exceed $150,000, to provide audiology/hearing aid services for Contra Costa Health Plan (CCHP) members and County recipients for the period from May 1, 2019 through April 30, 2021. FISCAL IMPACT: This Contract is funded 100% by Contra Costa Health Plan Enterprise Fund II. (No rate increase) BACKGROUND: On March 28, 2017, the Board of Supervisors approved Contract #27-635-7 with Iraj Barbaee (dba Advanced Hearing Systems) to provide audiology/hearing aid services to CCHP members and County Recipients for the period from May 1, 2017 through April 30, 2019. Approval of Contract #27-635-8 will allow Contractor to continue providing audiology/hearing aid services through April 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, Marcy Wilhelm C.100 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #27-635-8 with Iraj Barbaee (dba Advanced Hearing Systems) 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 #27-253-14 with California Eye Clinic, a partnership, in an amount not to exceed $1,500,000, to provide ophthalmology, optometry and ambulatory surgery center (ASC) services for Contra Costa Health Plan (CCHP) members for the period from May 1, 2019 through April 30, 2021. FISCAL IMPACT: This contract is funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: On May 9, 2017, the Board of Supervisors approved Contract #27-253-13 with California Eye Clinic, a partnership, to provide ophthalmology, optometry and ASC services to CCHP members for the period May 1, 2017 through April 30, 2019. Approval of Contract #27-253-14 will allow the Contractor to continue to provide ophthalmology, optometry and ASC services through April 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, Marcy Wilhelm C.101 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #27-253-14 with California Eye Clinic 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 Chief Probation Officer, or designee, to execute a contract with RYSE, Inc. in an amount not to exceed $125,337 to provide Juvenile Reentry services in West Contra Costa County to youths who have been, or will soon be, released from the Youthful Offender Treatment Program (YOTP), the Girls in Motion program (GIM) or the Orin Allen Youth Rehabilitative Facility (OAYRF) for the period of July 1, 2019 through June 30, 2020. FISCAL IMPACT: 100% Juvenile Justice Crime Prevention Act (JJCPA) funds. BACKGROUND: As part of a Challenge grant received in 1996, and pursuant to California Welfare and Institutions Code (WIC) § 749.22, the County created the Juvenile Justice Coordinating Council (JJCC). The purpose of the JJCC was to create the County's comprehensive multiagency plan called "The Juvenile Justice Action Plan". In 2000, the California state legislature passed the Schiff-Cardenas Crime Prevention Act, which authorized funding for county juvenile justice APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Danielle Fokkema, 925-313-4195 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C.102 To:Board of Supervisors From:Todd Billeci, County Probation Officer Date:May 7, 2019 Contra Costa County Subject:Contract with RYSE, Inc. for Juvenile Reentry Services BACKGROUND: (CONT'D) programs and designated the Board of State Community Corrections (BSCC) to distribute the funds. In 2001, the Juvenile Justice Crime Prevention Act (JJCPA) was created by passage of California's Crime Prevention Act of 2000 to provide a stable funding source for local juvenile justice programs aimed at curbing crime and delinquency among at-risk youth. Contra Costa County has historically used, and continues to use, this funding for programs that have been previously shown to have promising/positive outcomes including support for Deputy Probation Officers (DPOs) in high schools throughout the County, DPOs that work from local police departments, aftercare DPOs at OAYRF, and the provision of Functional Family Therapy. In 2016, the statutory requirement for counties to create this annual action plan was combined with the reporting requirements of the Youthful Offender Block Grant (YOBG) creating what is now called the "Consolidated Annual Plan". In the most recent Consolidated Annual Plan that was submitted to the BSCC on May 1, 2018, the County proposed using JJCPA funding to enhance juvenile reentry services in all regions of the county. In addition to JJCPA funding, the Consolidated Annual Plan describes the use of YOBG funding. The YOBG was enacted in 2007 as part of the state's decision to transfer to local Probation Departments the responsibility to care for youth who were no longer eligible to be committed to the state's Department of Juvenile Justice (DJJ). "Allocations from the YOBG shall be used to enhance the capacity of county probation, mental health, drug and alcohol, and other county departments to provide appropriate rehabilitative and supervision services to youthful offenders." Contra Costa County has used this funding to offset the cost of the custodial treatment program for young men, YOTP, and the custodial treatment for young women, GIM, both located inside the County's Juvenile Hall. In June 2018, the Probation Department issued a Request for Proposals (RFP) for the provision of reentry services for juveniles between the ages of 15 and 21. RYSE, Inc. was awarded the contract to serve youths in West Contra Costa County. The Probation Department has been pleased with the service provided by RYSE Inc. and would like to extend the contract for another one year period. CONSEQUENCE OF NEGATIVE ACTION: The Probation Department will be unable to continue to offer reentry services to youths in custody who will reside in the West County area. CHILDREN'S IMPACT STATEMENT: Reentry Services for Probation youth support three of the community outcomes established in the Children's Report Card: 1) "Children and Youth Healthy and Preparing for Productive Adulthood"; 2) "Families that are Safe, Stable and Nurturing"; and 3) "Communities that are Safe and Provide a High Quality of Life for Children and Families.". RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute, on behalf of the County Contract Amendment Agreement #26-769-5 with Bryan Ristow, M.D., an individual, effective May 1, 2019, to amend Contract #26-769-4 to decrease the payment limit by $25,000, from $1,656,000 to a new payment limit of $1,631,000, with no change in the term of June 1, 2017 through May 31, 2020. FISCAL IMPACT: This contract is funded 100% Hospital Enterprise Fund I. (No rate increase) BACKGROUND: On May 2, 2017, the Board of Supervisors approved Contract #26-769-4 with Bryan Ristow, M.D., for the the period from June 1, 2017 through May 31, 2020, for the provision of cardiology services including, but not limited to clinic coverage, consultation, inpatient sessions, training, on-call coverage, and reading cardiology studies at CCRMC. Approval of Contract Amendment Agreement #26-769-5 will decrease the payment limit by $25,000 to partially offset funding requirements for a new cardiologist who will begin providing services at CCRMC. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd, M Wilhelm C.103 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #26-769-5 with Bryan Ristow, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract amendment agreement is not approved, CCRMC will not have sufficient funding required to add an additional cardiologist. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a Purchase Order with Sharjo, Inc. (doing business as ServiceMaster Restoration Services), in an amount not to exceed $100,344 for the rental of High Efficiency Particulate Air (HEPA) units and the purchase of HEPA filters for Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: The fires that occurred in the fall of 2018 impacted CCRMC and the Contra Costa Health Centers severely, causing respiratory problems among staff and patients. ServiceMaster Restoration Services provided additional HEPA units and filters on an emergency basis so that the Health Services Department could remain open for patients. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Japreet 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Margaret Harris, Marcy Wilhelm C.104 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Purchase Order with Sharjo, Inc. doing business as ServiceMaster Restoration Services CONSEQUENCE OF NEGATIVE ACTION: If this Purchase Order is not approved the Health Services Department will be unable to pay this vendor, which could result in legal action by the vendor and loss of the vendor’s services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-470-6 with Arianne Ferguson, M.D., an individual, in an amount not to exceed $209,664, to provide outpatient psychiatric care for the period from September 1, 2019 through August 31, 2020. FISCAL IMPACT: This contract is funded 100% by Mental Health Realignment funds. (No rate increase) BACKGROUND: On June 12, 2018, the Board of Supervisors approved Contract #74-470-5, with Arianne Ferguson, M.D. for the provision of outpatient psychiatric care to adults in Central Contra Costa County, for the period from September 1, 2018 through August 31, 2019. Approval of Contract #74-470-6 will allow the Contractor to continue to provide outpatient psychiatric care through August 31, 2020. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C.105 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #74-470-6 with Arianne Ferguson, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s clients will not have access to Contractor’s psychiatric care services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Health Services Director, to purchase food, gift cards, and transportation vouchers in an amount not to exceed $84,300, to be used as incentives for participants of various educational and support group programs within the Family, Maternal and Child Health Program for the period from July 1, 2018 through June 30, 2020. FISCAL IMPACT: 100% funded by the California Department of Public Health and California Home Visiting Program. BACKGROUND: Family, Maternal and Child Health Programs within the Public Health Division of Contra Costa Health Services Department operates evidence-based programs to provide vulnerable women and their children with education, resources, and support during pregnancy and the early years of the child’s life. Several of our programs for pregnant women, new mothers and families receive funding specifically to provide food, transportation assistance and items to care for the women and their families. The APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm, Ashley Kokotaylo C.106 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Purchase of Food, Gift Cards, and Transportation Vouchers for Family, Maternal, and Child Health Programs BACKGROUND: (CONT'D) Maternal, Child and Adolescent Health Programs (MCAH) receive State general funds through the California Department of Public Health. It works to improve the health and well-being of women, infants, children and adolescents throughout the state. The MCAH budget includes funding to provide for community events which encourage provider education, community and family engagement in parent support programs, community needs assessment and program planning for the Maternal, Child and Adolescent population. The cost of refreshments, nutritious snacks, transportation assistance, and gift certificates to allow participation, and to celebrate achievement of milestones in home visiting programs, including graduation of program participants. Approved budget allocation FY 2018-2020 for community engagement is $10,000. The Black Infant Health Program (BIH) receives State general funds through the California Department of Public Health to implement an education and social support model which sponsors prenatal and post-partum support groups for women in West and East County. Approved budget allocation FY 2018-2020 for Client and Program Materials: $40,000. Visiting Program and provides intensive home visiting services provided by Public Health Nurses throughout the pregnancy until the child’s second birthday. Approved budget allocation FY 2018-2020 for Client and Program Materials: $20,000. The Adolescent Family Life Program (AFLP) receives State general funds through the California Department of Public Health. AFLP addresses the social, health, educational and economic challenges of adolescent pregnancy by providing comprehensive case management services to expectant and parenting teens and their children. Approved budget allocation FY 2018-2020 for Client and Program Materials: $6,800. Local Oral Health Program, funded by Prop 56 State funds, is developing partnerships between CCHS and community providers of oral health services for the most vulnerable populations. Funds are allocated to provide refreshments, nutritious snacks, transportation assistance and gift certificates to community members and providers who participate in the need’s assessment, planning, and program evaluation efforts. Approved budget allocation for FY2018-2020 for food, transportation, and gift card incentive for participants: $7,500. CONSEQUENCE OF NEGATIVE ACTION: If not approved, women may be unable or unwilling to attend valuable, specialized programs, which could impact their health and well-being. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, an amendment to Purchase Order #F09018 with Steris Corporation, to increase the payment limit by $50,000 to a new payment limit of $225,000 for the purchase of medical supplies, reagents, and accessories for the Sterile Processing Unit at the Contra Costa Regional Medical Center (CCRMC), with no change in the original term of September 1, 2017 through August 31, 2019. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: Steris Corporation provides products that are used to run and clean steam machines and washers for surgical instruments, gastrointestinal scopes and case carts. In the Sterile Processing Unit which is a part of the CCRMC's Intra-Operative Unit, Steris Corporation gas is used for sterilizing all the supplies and instruments needed for surgeries. The reason for this amendment is to increase the funding for this period APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm, Margaret Harris C.107 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Purchase Order with Steris Corporation BACKGROUND: (CONT'D) to meet the demands of the Unit and aid in providing safe care to patients undergoing surgeries. CONSEQUENCE OF NEGATIVE ACTION: If this Purchase Order is not approved, the CCRMC Sterile Processing Unit cannot sterilize all the instruments, scopes, and supplies needed for the surgeries performed in the Operating Room. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, an amendment to Purchase Order #F12980 with One WorkPlace, to increase the payment limit by $99,000 for a new total of $198,000 for the purchase of furniture for Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, with no change in the original term of June 1, 2018 through May 31, 2019. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: New and replacement furniture required to support healthcare operations to include replacing broken or unrepairable furniture; furniture to support the consolidation of administrative offices and functions; treatment room items, to include examination room cabinets and furniture; an increase in ergonometric furniture requests; sleep chairs for visiting family member in Postpartum; and furniture for the main, 3rd floor, and 5th floor lobbies in the hospital and various clinics of the Martinez Health Center. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm, Margaret Harris C.108 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment to Purchase Order with One WorkPlace CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved Contra Costa Health Services will be unable to accommodate the needs of patients and family members, or provide adequate workspace for employees, and more importantly, will be unable to meet federal disability and ergonomic guidelines and requirements. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Health Services Director, to execute an amendment to Purchase Order #F008703 with Experian Health, Inc., to increase the payment limit by $100,000 to a new payment limit of $456,400, for additional software customization services with no change in the original term of July 1, 2017 through June 30, 2019. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: Since 2001 the Patient Accounting Unit has used Experian Health revenue cycle products to simplify claims processing and to expedite receipt of payments. Contra Costa Health Services (CCHS) uses the following Experian Health modules for accurate posting of payments and adjustments: (1) Electronic Claims Processing, (2) Remittance and Payment Processing, (3) Real-time Transactions Eligibility, and (4) Financial Reporting. This application also meets Epic guidelines for Medicare Rules. Additional customization APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm, Renee Nunez C.109 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment to Purchase Order with Experian Health Inc. BACKGROUND: (CONT'D) of Experian’s software has been necessary to enable Experian’s software to communicate with ShareCare software, which the County uses to receive billing from community-based organizations and alcohol and drug dependency programs The subscription and support services are governed by the existing Master Customer Agreement between the County and Experian. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the change order and pay for services will interrupt electronic claims and remittance software services resulting in a significant loss of revenue to CCHS. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director a Purchase Order with Praxair Distribution, Inc., in an amount not to exceed $240,000, to purchase oxygen, compressed medical air, nitrogen and carbon dioxide for use at the Contra Costa Regional Medical Center (CCRMC) and the Contra Costa Health Centers, for the period June 1, 2019 through May 31, 2021. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: The CCRMC and Health Centers require oxygen, compressed medical air, nitrogen and carbon dioxide to sustain operations. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, Health Services will be unable to provide basic patient care services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Margaret Harris, Marcy Wilhelm C.110 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Purchase Order with Praxair Distribution, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, an amendment to Purchase Order #F15084 with Mesa Laboratories, Inc., to increase the payment limit by $99,000 to a new payment limit of $198,000 for the calibration of thermometers for the Contra Costa Regional Medical Center (CCRMC) nutritional and laboratory services, with no change in the term of March 1, 2019 through February 28, 2020. FISCAL IMPACT: The increased costs of $99,000 is included in the Hospital Enterprise Fund I budget. BACKGROUND: CCRMC is required to have thermometers for refrigerators and freezers calibrated regularly to ensure that food, medications, and cultures are kept at the correct temperature. The CCRMC currently has 258 censors and will need to add 85 additional censors, to be in compliance. The CCRMC greatly expanded and upgraded Nutritional Services and the Laboratories, and now requires more calibrating work to be done on more units. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm, Margaret Harris C.111 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment with Purchase Order with Mesa Laboratories, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this Change Order is not approved, the CCRMC would not be able to have all its refrigerating units calibrated, which could expose patients to harm or cause a regulating agency to fine the hospital. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County a contract with BHC Fremont Hospital, Inc. (Contract #24–794–12(7)), a corporation, in an amount not to exceed $1,300,000, to provide inpatient psychiatric hospital services for the period from July 1, 2019 through June 30, 2020. FISCAL IMPACT: This Contract is funded entirely with Mental Health Realignment Funds. (Rate increase) BACKGROUND: In June 2018, the County Administrator approved and the Purchasing Services Manager executed Contract #24–794–12(2), as amended by Amendment Agreements #24–794–12(4) and 24–794–12(6), with BHC Fremont Hospital, Inc. for the provision of inpatient psychiatric hospital services to County-referred adults and children for the period from July 1, 2018 through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C.112 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Approve Contract #24–794–12(7) with BHC Fremont Hospital, Inc. BACKGROUND: (CONT'D) Approval of Contract #24-794-12(7) will allow the Contractor to continue to provide inpatient psychiatric hospital services through June 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s mental health clients will not receive needed inpatient psychiatric services from Contractor’s facility. CHILDREN'S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcome: “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include a decrease in the need for inpatient care and placement at a lower level of care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-597 with Mariposa McCall, M.D., an individual, in an amount not to exceed $296,192, to provide outpatient psychiatric care services to adults in Central County for the period from May 1, 2019 through April 30, 2020. FISCAL IMPACT: This Contract is funded 100% by Mental Health Realignment. BACKGROUND: Under Contract #74-597, the Contractor will provide outpatient psychiatric care services including diagnosing, counseling, evaluation, and providing medical and therapeutic treatment to adults in Central County through April 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s clients will not have access to Contractor’s psychiatric care services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E SUISALA , M. WILHELM C.113 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #74-597 with Mariposa McCall, M.D. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Amendment No. 3 to Software and Services Agreement #23-590-3 with Ivanti, Inc., effective June 29, 2019, to extend the termination date from June 29, 2019 to June 30, 2022, with no change in the original payment limit of $500,000. FISCAL IMPACT: The agreement is funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: The Health Services Department’s Information Technology Unit seeks to renew its license to use, and receive maintenance for, Contractor’s software applications which electronically manage incident management, license management and quick access to data, scheduling and running reports. Approval of Amendment Agreement #23-590-3 will allow the Contractor to continue to provide software services including annual license, hosting and support to the Information Technology Unit, though June 30, 2020. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Patrick Wilson, 925-335-8700 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Tasha Scott, Marcy Wilhelm C.114 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment Agreement #23-590-3 with Ivanti, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, County will not be able to extend the termination to receive software services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-099-15 with John Dawdy, Esq., an individual, in an amount not to exceed $168,000, to sit as the certification review hearing officer for patients involuntarily confined or hospitalized by the County, for the period from July 1, 2019 through June 30, 2021. FISCAL IMPACT: This Contract is funded 100% by Mental Health Realignment. (No Rate Increase) BACKGROUND: Psychiatric patients who have been involuntarily confined have a legal right to a hearing to determine whether they meet the criteria for continued detention and, in some cases, whether they lack the capacity to refuse or consent to anti-psychotic medications. The certification review hearing officer conducts these hearings, which are mandated by law. On May 23, 2017, the Board of Supervisors approved Contract #74-099-14 with John Dawdy, Esq., to sit as the certification review hearing officer for the period from July 1, 2017 through June 30, 2019, for persons alleged to be gravely disabled, a danger to self, or a danger to others by reason of mental disorder and who were involuntarily confined by the County. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.115 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #74-099-15 with John Dawdy, Esq. BACKGROUND: (CONT'D) Approval of Contract #74-099-15 will allow the Contractor to continue providing services through June 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, there will be no hearing officer and the County will therefore be unable to conduct hearings as required by law. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #24-628-20 with Nancy E. Ebbert, M.D., an individual, in an amount not to exceed $315,456, to provide outpatient psychiatric services to County adolescent and transitional age adult patients, for the period from July 1, 2019 through June 30, 2020. FISCAL IMPACT: This Contract is funded by 32% Mental Health Services Act, 34% State Mental Health Realignment, and 34% Federal Medi-Cal. (No rate increase) BACKGROUND: On May 1, 2018, the Board of Supervisors approved Contract #24-628-18 (as amended by Contract Amendment Agreement #24-628-19), with Nancy E. Ebbert, M.D, to provide outpatient psychiatric services including diagnosing, counseling, evaluating, and providing medical and therapeutic training to clinical staff, for the intensive early psychosis intervention (First Hope) Program, located in Concord, for the period from July APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.116 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Contract #24-628-20 with Nancy E. Ebbert, M.D. BACKGROUND: (CONT'D) 1, 2018 through June 30, 2019. Approval of Contract #24-628-20 will allow Contractor to continue providing outpatient psychiatric services through June 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s clients will not have access to Contractor’s outpatient psychiatric services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Extension Agreement #26-539-5 with RecordXpress of California, LLC, a limited liability company, effective June 1, 2019, to extend the termination date from June 30, 2019 to June 30, 2020 with no change in the original payment limit of $1,440,000, to continue to provide off-site storage, retrieval, destruction and management of documents and records for Contra Costa Regional Medical Center (CCRMC) and other designated Health Services Department Divisions. FISCAL IMPACT: This Amendment is funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: On July 12, 2016, the Board of Supervisors approved Contract #26-539-4, with RecordXpress of California, LLC, to provide off-site storage, retrieval, destruction and management of documents and records for CCRMC and other designated Health Services Department Divisions, for the period from August 1, 2016 through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.117 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Extension #26-539-5 with RecordXpress of California, LLC BACKGROUND: (CONT'D) Approval of Contract Extension Agreement #26-539-5 will allow the Contractor to continue providing document storage and management services through June 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this extension is not approved, Contractor will not continue to provide document storage and management services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #24–933–39 with Crestwood Behavioral Health, Inc., a corporation, effective May 1, 2019, to amend Contract #24–933–37 (as amended by Amendment Agreement #24-933-38) to increase the payment limit by $443,311, from $8,389,976 to a new payment limit of $8,833,287, with no change in the term of July 1, 2018 through June 30, 2019. FISCAL IMPACT: This contract is funded by 92% Mental Health Realignment and 8% Mental Health Services Act. (No rate increase) BACKGROUND: This contract meets the social needs of County’s population in that it provides subacute skilled nursing care services for County’s Severe and Persistent Mental Illness (SPMI) and neurobehavioral clients. On May 22, 2018, the Board of Supervisors approved Contract #24-933-37 (as amended by Amendment Agreement #24-933-38) with Crestwood Behavioral Health, Inc., to provide sub-acute skilled APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.118 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Amendment Agreement #24–933–39 with Crestwood Behavioral Health, Inc. BACKGROUND: (CONT'D) nursing care for SPMI and neurobehavioral clients for the period from July 1, 2018 through June 30, 2019. Approval of Contract Amendment #24-933-39 will allow the Contractor to provide additional services through June 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: The Behavioral Health Services Division/Mental Health places clients at Contractor's facilities licensed for various levels of care. If the contract is not approved, a significant number of mentally ill young adults and adults may be displaced to the community without the mental health services they require. RECOMMENDATION(S): Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the Contra Costa County Fire Protection District, to make payments to the California Department of Health Care Services in the amounts of $499,200.78 and $478,158.96 for Quarters 1 and 2 respectively of 2018 for the Ground Emergency Medical Transport Quality Assurance Fee. FISCAL IMPACT: The Ground Emergency Medical Transportation (GEMT) / Quality Assurance Fee (QAF) program increases the historic base rate of Medi-Cal reimbursement by $220.80 per transport. The GEMT/QAF program, therefore, increases per transport reimbursement from the historic base rate of $118.20 to $339.00. To fund this program, the State is assessing transport providers a fee of $25.23 per transport effective July 1, 2018 (i.e., retroactively). The fiscal impact will be revenue positive for the Contra Costa County Fire Protection District (District). The net revenue (increase in base rate less the fee) estimate for the District for 2018 is $2 million under the current funding and fee parameters. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jackie Lorrekovich, Chief Admin Svcs (925) 941-3300 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C.119 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:May 7, 2019 Contra Costa County Subject:GEMT QAF Payment to Department of Health Care Services BACKGROUND: As reported in the District’s budget presentation on April 9, 2019, the Centers for Medicare and Medicaid Services approved State Plan Amendment 18-004 authorizing the GEMT/QAF program in March 2019. The Quality Assurance Fee (QAF) is an add-on fee used to increase Medi-Cal funding. Essentially, emergency medical transportation providers must pay this fee (based on number of transports), and in return, providers will receive an anticipated uplift that increases the Medi-Cal reimbursement rate. The QAF program was approved with a retroactive date of July 1, 2018. On Friday, April 12, 2019, the District received notice that the first QAF payment would be due to the State no later than April 30, 2019. State program representatives indicated there would be no exceptions and a late fees would be assessed by the State for payments not received by the due date. This was not anticipated. Another payment is due in May 2019 (no specific due date provided as yet). The final two retroactive payments are due in June and July 2019. The District contacted staff in the Office of the County Administrator and Auditor-Controller to assist with this issue. The Auditor-Controller issued warrants for the first two payments (due April 30 and in May) pending retroactive approval by the Fire Board of Directors. RECOMMENDATION(S): Acting as the Governing Board of the Contra Costa County Fire Protection District (District), APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the District, to make a payment to the Department of Health Care Services in the amount of $478,058.04 for the Ground Emergency Medical Transportation Quality Assurance Fee for ambulance transports provided by the District in the months of October, November, and December (Quarter 4) of 2018. FISCAL IMPACT: The Ground Emergency Medical Transportation (GEMT) / Quality Assurance Fee (QAF) program increases the historic base rate of Medi-Cal reimbursement by $220.80 per transport. The GEMT/QAF program, therefore, increases the per transport reimbursement from the historic base rate of $118.20 to $339.00. To fund this program, the Department of Health Care Services (DHCS) is assessing all transport providers within the State of California a fee of $25.23 per transport effective July 1, 2018 (i.e., retroactively). The fiscal impact will be revenue generating for the District due to the significant number of Medi-Cal transports within the District’s ambulance operating area. Medi-Cal is the second highest payer type. The net revenue the District receives will be calculated by multiplying the $220.80 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jackie Lorrekovich, Chief Admin Svcs (925) 941-3300 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C.120 To:Board of Supervisors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:May 7, 2019 Contra Costa County Subject:GEMT QAF Payment to Department of Health Care Services 2018 Q4 FISCAL IMPACT: (CONT'D) per transport uplift for Medi-Cal fee-for-service and Medi-Cal managed care transports less the $25.23 QAF the District has to pay on all transports. The net revenue estimate (uplift less QAF) for the District for 2018 is $2 million under the current funding and fee parameters. BACKGROUND: The Centers for Medicare and Medicaid Services approved State Plan Amendment 18-004 authorizing the GEMT/QAF program in March 2019. The Quality Assurance Fee (QAF) is an add-on fee used to increase Medi-Cal funding. Essentially, emergency medical transportation providers in California must pay this fee on all transports, and in return, providers will receive an uplift that increases the Medi-Cal reimbursement base rate for Medi-Cal fee-for-service and managed care recipients. This request is for 2018 quarter four (October-December 2018). The payment is due on or before June 15, 2019. State program representatives indicated there would be no exceptions and late fees may be assessed by the State for payments not received by the due date. CONSEQUENCE OF NEGATIVE ACTION: The QAF payment is mandatory for all providers (public and private) within the State. If not paid, the State can assess late payment penalties and withhold provider payments for ambulance services provided to Medi-Cal recipients. RECOMMENDATION(S): Acting as the Governing Board of the Contra Costa County Fire Protection District (District), APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the District, to make a payment to the Department of Health Care Services in the amount of $475,207.05 for the Ground Emergency Medical Transportation Quality Assurance Fee for ambulance transports provided by the District in the months of July, August, and September (Quarter 3) of 2018. FISCAL IMPACT: The Ground Emergency Medical Transportation (GEMT) / Quality Assurance Fee (QAF) program increases the historic base rate of Medi-Cal reimbursement by $220.80 per transport. The GEMT/QAF program, therefore, increases per transport reimbursement from the historic base rate of $118.20 to $339.00. To fund this program, the Department of Health Care Services (DHCS) is assessing transport providers within the State of California a fee of $25.23 per transport effective APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jackie Lorrekovich, Chief Admin Svcs (925) 941-3300 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C.121 To:Board of Supervisors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:May 7, 2019 Contra Costa County Subject:GEMT QAF Payment to Department of Health Care Services 2018 Q3 FISCAL IMPACT: (CONT'D) July 1, 2018 (i.e., retroactively). The fiscal impact will be revenue generating for the District due to the significant number of Medi-Cal transports within the District’s ambulance operating area. Medi-Cal is the second highest payer type. The net revenue the District receives will be calculated by multiplying the $220.80 per transport uplift for Medi-Cal fee-for-service and Medi-Cal managed care transports less the $25.23 QAF the District has to pay on all transports. The net revenue estimate (uplift less QAF) for the District for 2018 is $2 million under the current funding and fee parameters. BACKGROUND: The Centers for Medicare and Medicaid Services approved State Plan Amendment 18-004 authorizing the GEMT/QAF program in March 2019. The Quality Assurance Fee (QAF) is an add-on fee used to increase Medi-Cal funding. Essentially, emergency medical transportation providers in California must pay this fee on all transports, and in return, providers will receive an uplift that increases the Medi-Cal reimbursement base rate for Medi-Cal fee-for-service and managed care recipients. By separate Board order, the District requested approval for 2018 quarter one and quarter two payments. This request is for 2018 quarter three (July-September 2018). The payment is due on or before May 15, 2019. The payment due date for quarter three was announced by the State on April 23, 2019. State program representatives indicated there would be no exceptions and late fees may be assessed by the State for payments not received by the due date. CONSEQUENCE OF NEGATIVE ACTION: The QAF payment is mandatory for all providers (public and private) within the State. If not paid, the State can assess late payment penalties and withhold provider payments for ambulance services provided to Medi-Cal recipients. RECOMMENDATION(S): Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Auditor-Controller, on behalf of the Fire Chief, to reimburse Assistant Fire Chief Christopher Bachman for necessary relocation expenses in an amount not to exceed $10,000 (with receipts). FISCAL IMPACT: The maximum relocation cost is $10,000; 100% Special District General Operating Fund. BACKGROUND: Christopher Bachman was appointed to the classification of Assistant Fire Chief-Exempt in the Contra Costa County Fire Protection District effective April 8, 2019. Chief Bachman moved to California from Indianapolis, Indiana and incurred costs due to the relocation. Chief Bachman was the Deputy Fire Chief of Support Services for the Pike Township Fire Department. In this role, he managed four divisions: Fire Prevention, Support Services, Information Technology, and Health/Safety/Medical. His responsibilities also included department-wide budgeting APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Jackie Lorrekovich, Chief of Administrative Services, 925-941-3300 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C.122 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:May 7, 2019 Contra Costa County Subject:Reimbursement of Relocation Expenses - Assistant Chief Bachman BACKGROUND: (CONT'D) and strategic planning for an organization with 200 personnel. His experience includes federal grant application and administration as well as expertise as a Public Information Officer. Previous experience also includes ten years as Fire Marshal, and he began his career as a firefighter in 1995. Chief Bachman holds a BA in Political Science from Eastern Illinois University; is completing his master’s degree in Emergency and Disaster Management from Georgetown University; and is one of only 60 individuals to be dual credentialed as a Chief Fire Officer and Fire Marshal with the Center for Public Safety Excellence. Chief Bachman will oversee the Fire Prevention Bureau and act as Fire Marshal for the Contra Costa County Fire Protection District. RECOMMENDATION(S): ACCEPT the March 2019 update of the operations of the Employment snd 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 update 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: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.123 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:March 2019 Operations Update of the Employment and Human Services Department, Community Services Bureau ATTACHMENTS CSB Mar 2019 CAO Report CSB Mar 2019 HS Fiscal CSB Mar 2019 EHS Fiscal CSB Mar 2019 EHS CC Partnership Fiscal CSB Mar 2019 Credit Card Report CSB Mar 2019 CACFP Nutrition CSB Mar 2019 LIHEAP CSB Mar 2019 Menu 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: March 2019 News /Accomplishments  Community Services Bureau’s Focus Area One review was held March 11- 15. This review is the first of three federal reviews in Head Start’s new monitoring system. This web-based review was a deep look at our management systems. The series of interviews included all content managers, our Policy Council Chair and a select group of senior managers who oversee key systems. Although we won’t receive the report for another 6 weeks, we know there were no areas of concern as the reviewer was clearly impressed with our program, having several areas to highlight as strengths in her report.  The Community Action Program completed its Triennial O nsite review during the week of March 11th, and field representative Katie Walker reported that there are no findings. Katie also noted the strengths of the Economic Opportunity Council and the Community Action staff.  On March 14, Isabel Renggenathen presented at the California Department of Public Health Roundtable in Sacramento. The Topic was “Protecting Children’s Environmental Health: The Location of a Child Care Facility Matters”. As a panelist, Isabel shared CSB’s experience in being proactive for the health & safety of children with Brookside center’s closure in June 2018. Attendees appreciate d hearing our experience and thoughtful process, and they found it helpful for their decision making process. A ttendees received useful resources and shared ideas for child care providers around environmental health concerns and how to ensure a safe facili ty setting.  On March 21, CSB hosted its kick-off orientation for the appointed Wellness Champions as outlined in the Staff Health Improvement Plan (SHIP), which is focused on holistically improving staff wellness to increase morale, thus creating a healthy workforce to continue providing high quality services. Currently, there are over 20 Wellness Champions from various classifications and will play a critical role in creating and enhancing break areas conducive to health and wellness, encouraging participa tion in agency- and department-wide wellness events, and ensuring wellness activities are consistently incorporated and embedded in unit and center activities so as to help achieve the SHIP’s goals and objectives.  Many CSB teaching staff, supervisors and S enior Managers attended the Local Policy Councils’ (LPC) Young Children’s Forum on March 16th to learn about early childhood opportunities, and provide support to LPC staff and the attendees. CSB teaching staff supported the Forum by offeri ng childcare for participants. The LPC supports early care and education by coordinating collaborations to strengthen partnerships amongst the early childhood community. cc: Policy Council Chair Administration for Children and Families Program Specialist, Chris Pflaumer 2  CSB has received a stipend to continue working with FACE -TA (Family and Community Engagement Technical Assistance) for Early Head Start – Child Care Partnership. The stipend will support our work with families and children. The FACE -TA team will work collaboratively with the CSB Partner Team and the COCO Kids Team to implement activities to support the FACE-TA goal s and objectives  Family engagement activities have been distributed in January for Head Start and Early Head Start families and will continue monthly. The focus of these activities are based on child assessment data and relate to children’s development of mathematics skills.  CSB Partner’s Unit conducted its first quarterly meeting of the year with First Baptist Head Start, and included the Fiscal unit. The meeting concluded with great outcomes. Additionally, the Partners Unit held a PLC (Partner Learning Community) meeting which included immunization training and I am Moving I am Learning (IMIL) training, and resources for all participants. The training was well received.  The Economic Opportunity Council’s p ublic hearings, held every tw o years, to inform the Community Action Plan are planned as follows: o April 17, 6-7 pm, 500 Ellinwood Way, Pleasant Hill o Early May in East and West County; dates are still to be determined. I. Status Updates: a. Caseloads, workload (all programs)  Head Start enrollment: 99.7%  Early Head Start enrollment: 102.2%  Early Head Start Child Care Partnership enrollment: 100%  Early Head Start Child Care P artnership # 2 enrollment: 99.5%  Head Start Average Daily Attendance: 79%  Early Head Start Average Daily Attendance: 82%  Early Head Start Child Care Partnership Attendance: 82%  Stage 2: 468 families and 753 children  CAPP: 119 families and 201 children - In total: 587 families and 954 children - Incoming transfers from Stage 1: 18 families and 31 children  LIHEAP: 394 households have been assisted  Weatherization: 10 households have been assisted b. Staffing:  During the month of March, CSB filled the Comprehensive Service Manager (Mental Health/ Disabilities) with an internal candidate , and hired three temporary Teacher Assistant Trainees and promoted three temporary Teacher Assistant Trainees to temporary Associate Teacher s in an effort to maintain a viable pull of substitutes needed for the classroom. Interviews to fulfill the Assistant Director, Comprehensive cc: Policy Council Chair Administration for Children and Families Program Specialist, Chris Pflaumer 3 Service Manager (Health & Education), and multiple temporary and permanent Intermediate clerk positions are underway.  The Bureau made a final selection for a new permanent Child Nutrition Worker II and the hiring proce ss is close to completion. The Bureau is continuously making the effort to fill vaccines in the Child Nutrition Unit. Currently, the open recruitment to fill the permanent position of Child Nutri tion Food Operations Supervisor is in the process. c. Union Issues: o CSB held a Meet and Confer with PEU, Local 1 to discuss the on- boarding of Teacher Assistant Trainees. A dditional information was sent at the request of the Union . The Bureau is waiting to hear if a continuation Meet and Confer session will be needed. o CSB Management and PEU Local 1 held a Joint Labor Management Meeting, and agreed to conduct quarterly meeting moving forward with the purpose of improving transparency, and working relations between management, staff and Union re presentatives. II. Emerging Issues and Hot Topics:  There are no issues to report at this time. February Total Remaining 17% DESCRIPTION YTD Actual Budget Budget %YTD a. PERSONNEL 729,881$ 4,302,643$ 3,572,762$ 17% b. FRINGE BENEFITS 465,592 2,746,259 2,280,667 17% d. EQUIPMENT - 24,000 24,000 0% e. SUPPLIES 33,043 235,500 202,457 14% f. CONTRACTUAL 58,793 2,650,628 2,591,835 2% g. CONSTRUCTION - - - 0% h. OTHER 191,099 5,761,049 5,569,950 3% I. TOTAL DIRECT CHARGES 1,478,409$ 15,720,079$ 14,241,670$ 9% j. INDIRECT COSTS 107,368 903,555 796,187 12% k. TOTAL-ALL BUDGET CATEGORIES 1,585,777$ 16,623,634$ 15,037,857$ 10% In-Kind (Non-Federal Share)396,444$ 4,155,909$ 3,759,464$ 10% COMMUNITY SERVICES BUREAU HEAD START PROGRAM - AS OF FEBRUARY 2019 January - December 2019 Expenditures 1 2 3 4 5 6 7 Actual Actual Total YTD Total Remaining % Jan-19 Feb-19 Actual Budget Budget YTD a. Salaries & Wages (Object Class 6a) Permanent 1011 307,967 351,250 659,217 3,712,553 3,053,336 18% Temporary 1013 34,684 35,980 70,664 590,090 519,426 12% a. PERSONNEL (Object class 6a)342,651 387,230 729,881 4,302,643 3,572,762 17% b. FRINGE (Object Class 6b)216,445 249,147 465,592 2,746,259 2,280,667 17% d. EQUIPMENT (Object Class 6d)- - - 24,000 24,000 - e. SUPPLIES (Object Class 6e) 1. Office Supplies 10,337 6,259 16,596 85,000 68,404 20% 2. Child and Family Services Supplies (Includesclassroom Supplies)10,959 5,111 16,070 60,000 43,930 27% 4. Other Supplies Health and Safety Supplies - - - 1,000 1,000 0% Computer Supplies, Software Upgrades, Computer Replacement - - - 60,000 60,000 0% Health/Safety Supplies - - - 7,000 7,000 0% Mental helath/Diasabilities Supplies - - - 1,000 1,000 Miscellaneous Supplies - 341 341 12,000 11,659 3% Emergency Supplies - - - 1,000 1,000 0% Employee Morale - 36 36 2,500 2,464 1% Household Supplies - - - 6,000 6,000 0% TOTAL SUPPLIES (6e)21,296 11,748 33,043 235,500 202,457 14% f. CONTRACTUAL (Object Class 6f) 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)- 16,500 16,500 95,000 78,500 17% Estimated Medical Revenue from Medi-Cal (Org 1432 - credit)- - - (630,000) (630,000) 0% Health Consultant 5,440 6,400 11,840 55,000 43,160 22% 5. Training & Technical Assistance - PA11 Interaction - - - 5,000 5,000 0% Diane Godard ($50,000/2)- - - 9,000 9,000 0% Josephine Lee ($35,000/2)- - - 5,000 5,000 0% Susan Cooke ($60,000/2)- - - 10,000 10,000 0% 7. Delegate Agency Costs First Baptist Church Head Start PA22 - - - 2,156,616 2,156,616 0% First Baptist Church Head Start PA20 - - - 8,000 8,000 0% 8. Other Contracts FB-Fairgrounds Partnership (Wrap)- 6,154 6,154 74,212 68,058 8% FB-Fairgrounds Partnership - 13,500 13,500 163,600 150,100 8% FB-E. Leland/Mercy Housing Partnership - 1,800 1,800 20,000 18,200 9% Martinez ECC (18 HS slots x $225/mo x 12/mo)- 9,000 9,000 108,000 99,000 8% YMCA of the East Bay (20 HS slots x $225/mo x 12/mo) - - - 571,200 571,200 0% f. CONTRACTUAL (Object Class 6f)5,440 53,353 58,793 2,650,628 2,591,835 2% h. OTHER (Object Class 6h) 2. Bldg Occupancy Costs/Rents & Leases 8,388 48,676 57,065 336,000 278,935 17% 4. Utilities, Telephone 5,957 4,242 10,198 274,000 263,802 4% 5. Building and Child Liability Insurance 2,584 - 2,584 3,000 416 86% 6. Bldg. Maintenance/Repair and Other Occupancy - 6,263 6,263 67,000 60,737 9% 8. Local Travel (55.5 cents per mile effective 1/1/2012)352 2,976 3,327 62,000 58,673 5% 9. Nutrition Services Child Nutrition Costs - 31,266 31,266 272,000 240,734 11% (CCFP & USDA Reimbursements)- - - (85,000) (85,000) 0% 13. Parent Services Parent Conference Registration - PA11 - - - 10,000 10,000 0% Parent Resources (Parenting Books, Videos, etc.) - PA11 - - - 1,000 1,000 0% PC Orientation, Trainings, Materials & Translation - PA11 - 306 306 7,600 7,294 4% Policy Council Activities - - - 2,000 2,000 0% Male Involvement Activities - - - 500 500 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation - - - 7,000 7,000 0% Child Care/Mileage Reimbursement - - - 7,500 7,500 0% 14. Accounting & Legal Services Auditor Controllers - 893 893 5,000 4,107 18% Data Processing/Other Services & Supplies - 1,544 1,544 16,500 14,956 9% 15. Publications/Advertising/Printing - - - Outreach/Printing - - - 100 100 0% Recruitment Advertising (Newspaper, Brochures)- - - 1,400 1,400 0% 16. Training or Staff Development Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC, etc.)7,955 4,466 12,421 10,000 (2,421) 124% Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 22,274 501 22,775 52,327 29,552 44% Mental Health, Disabilities, Health and Safety Training - - - 31,959 31,959 0% Family, Community and Parent Involvement - - - 47,458 47,458 0% 17. Other Site Security Guards - 1,056 1,056 22,000 20,944 5% Dental/Medical Services - - - 2,000 2,000 0% Vehicle Operating/Maintenance & Repair - 11,778 11,778 170,000 158,222 7% Equipment Maintenance Repair & Rental 3,452 15,778 19,229 280,000 260,771 7% Dept. of Health and Human Services-data Base (CORD)- 835 835 9,500 8,665 9% Field Trips - - - 30,000 30,000 0% Other Operating Expenses (Facs Admin/Other admin)- 9,558 9,558 168,205 158,647 6% Other Departmental Expenses - - - 3,950,000 3,950,000 0% h. OTHER (6h)50,961 140,138 191,099 5,761,049 5,569,950 3% I. TOTAL DIRECT CHARGES (6a-6h)636,793 841,616 1,478,409 15,720,079 14,241,670 9% j. INDIRECT COSTS - 107,368 107,368 903,555 796,187 12% k. TOTALS (ALL BUDGET CATEGORIES)636,793 948,984 1,585,777 16,623,634 15,037,857 10% Non-Federal Share (In-kind)159,198 237,246 396,444 4,155,909 3,759,464 10% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU HEAD START PROGRAM - AS OF FEBRUARY 2019 January - December 2019 Expenditures February Total Remaining 17% DESCRIPTION YTD Actual Budget Budget % YTD a. PERSONNEL 40,401$ 241,295$ 200,894$ 17% b. FRINGE BENEFITS 23,038 136,908 113,870 17% d. EQUIPMENT - - - 0% e. SUPPLIES 167 17,300 17,133 1% f. CONTRACTUAL 49,050 1,284,300 1,235,250 4% g. CONSTRUCTION - - - 0% h. OTHER 229,297 1,897,915 1,668,618 12% I. TOTAL DIRECT CHARGES 341,953$ 3,577,718$ 3,235,765$ 10% j. INDIRECT COSTS 7,441 50,672 43,231 15% k. TOTAL-ALL BUDGET CATEGORIES 349,394$ 3,628,390$ 3,278,996$ 10% In-Kind (Non-Federal Share)87,348$ 907,098$ 819,749$ 10% COMMUNITY SERVICES BUREAU EARLY HEAD START PROGRAM - AS OF FEBRUARY 2019 January - December 2019 Expenditures 1 2 3 4 5 6 7 Actual Actual Total YTD Total Remaining % Jan-19 Feb-19 Actual Budget Budget YTD Expenditures a. Salaries & Wages (Object Class 6a) Permanent 1011 14,459 18,876 33,334 180,188 146,854 18% Temporary 1013 3,579 3,487 7,066 61,107 54,041 12% a. PERSONNEL (Object class 6a)18,038 22,363 40,401 241,295 200,894 17% b. FRINGE (Object Class 6b)9,330 13,708 23,038 136,908 113,870 17% e. SUPPLIES (Object Class 6e) 1. Office Supplies 56 97 153 5,500 5,347 3% 2. Child and Family Serv. Supplies/classroom Supplies - - - 4,000 4,000 0% 4. Other Supplies - - - - Transition Supplies - - - - - Computer Supplies, Software Upgrades, Comp Replacemnt- - - 5,000 5,000 0% Health/Safety Supplies - - - 700 700 0% Mental helath/Diasabilities Supplies - - - - - Miscellaneous Supplies - 14 14 1,100 1,086 1% Emergency Supplies - - - - - Employee Morale - - - 1,000 1,000 Household Supplies - - - - - e. SUPPLIES (Object Class 6e)56 111 167 17,300 17,133 1% f. CONTRACTUAL (Object Class 6f) 2. Health/Disabilities Services - - - - Health Consultant 960 - 960 7,800 6,840 12% 5. Training & Technical Assistance - PA11 - Interaction - - - 5,500 5,500 0% Diane Godard - - - 7,500 7,500 0% Josephine Lee ($35,000/2)- 1,590 1,590 5,000 3,410 32% Susan Cooke ($60,000/2)- - - 6,500 6,500 0% 8. Other Contracts FB-Fairgrounds Partnership - 13,000 13,000 72,000 59,000 18% FB-E. Leland/Mercy Housing Partnership - 8,000 8,000 180,000 172,000 4% Apiranet - - - 708,000 708,000 0% Crossroads - 14,000 14,000 154,000 140,000 9% Martinez ECC - 11,500 11,500 138,000 126,500 8% f. CONTRACTUAL (Object Class 6f)960 48,090 49,050 1,284,300 1,235,250 4% h. OTHER (Object Class 6h) 2. Bldg Occupancy Costs/Rents & Leases - 91 91 1,800 1,709 5% (Rents & Leases/Other Income)- - - - - 4. Utilities, Telephone - 24 24 2,700 2,676 1% 5. Building and Child Liability Insurance - - - - - 6. Bldg. Maintenance/Repair and Other Occupancy - 147 147 2,300 2,153 6% 8. Local Travel (55.5 cents per mile)- 248 248 4,100 3,852 6% 9. Nutrition Services - - - - Child Nutrition Costs - - - 300 300 0% (CCFP & USDA Reimbursements)- - - - - 13. Parent Services Parent Conference Registration - PA11 - - - 4,000 4,000 0% PC Orientation, Trainings, Materials & Translation - PA11 - - - 4,000 4,000 0% Policy Council Activities - - - 800 800 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation1,173 - 1,173 500 (673) 235% Child Care/Mileage Reimbursement - - - 800 800 0% 14. Accounting & Legal Services Auditor Controllers - - - 500 500 0% Data Processing/Other Services & Supplies - 409 409 3,000 2,591 14% 15. Publications/Advertising/Printing Recruitment Advertising (Newspaper, Brochures)- - - 100 100 16. Training or Staff Development Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC)- 26 26 2,200 2,174 1% Staff Trainings/Dev. Conf. Registrations/Memberships - PA11495 43,786 44,281 48,244 3,963 92% 17. Other Vehicle Operating/Maintenance & Repair - 651 651 8,000 7,349 8% Equipment Maintenance Repair & Rental - 1,471 1,471 1,000 (471) 147% Dept. of Health and Human Services-data Base (CORD)- - - 1,000 1,000 Other Operating Expenses (Facs Admin/Other admin)- 141 141 12,000 11,859 1% Other Departmental Expenses - 180,636 180,636 1,800,571 1,619,935 h. OTHER (6h)1,668 227,629 229,297 1,897,915 1,668,618 12% I. TOTAL DIRECT CHARGES (6a-6h)30,053 311,900 341,953 3,577,718 3,235,765 10% j. INDIRECT COSTS - 7,441 7,441 50,672 43,231 15% k. TOTALS - ALL BUDGET CATEGORIES 30,053 319,341 349,394 3,628,390 3,278,996 10% Non-Federal Match (In-Kind)7,513 79,835 87,348 907,098 819,749 10% COMMUNITY SERVICES BUREAU EARLY HEAD START PROGRAM - AS OF FEBRUARY 2019 January - December 2019 Expenditures 1 2 3 4 5 Total Remaining % DESCRIPTION YTD Actual Budget Budget YTD a. PERSONNEL 273,707$ 297,675$ 23,968$ 92% b. FRINGE BENEFITS 162,115 206,426 44,311 79% c. TRAVEL - - - 0% d. EQUIPMENT - - - 0% e. SUPPLIES 8,075 6,900 (1,175) 117% f. CONTRACTUAL 220,845 467,260 246,415 47% g. CONSTRUCTION - 0% h. OTHER 45,303 74,699 29,396 61% I. TOTAL DIRECT CHARGES 710,045$ 1,052,960$ 342,915$ 67% j. INDIRECT COSTS 93,875 66,120 (27,755) 142% k. TOTAL-ALL BUDGET CATEGORIES 803,920$ 1,119,080$ 315,160$ 72% In-Kind (Non-Federal Share)185,255$ 279,770$ 94,515$ 66% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU EARLY HEAD START- CC PARTNERSHIP #1 February 2019 Expenditures 1 2 3 4 5 6 Actual Total YTD Total Remaining % Feb-19 Actual Budget Budget YTD Expenditures a. Salaries & Wages (Object Class 6a) Permanent 1011 28,905 265,802 294,675 28,873 90% Temporary 1013 1,053 7,905 3,000 (4,905) 263% TOTAL PERSONNEL (6a)29,958 273,707 297,675 23,968 92% b. FRINGE BENEFITS (Object Class 6b) Fringe Benefits 18,331 162,115 206,426 44,311 79% TOTAL FRINGE (6b)18,331 162,115 206,426 44,311 79% e. SUPPLIES (Object Class 6e) 1. Office Supplies 34 1,202 500 (702) 240% 2. Child and Family Services Supplies (Incl.classroom Supplies)(7,575) 4,267 3,300 (967) 129% 3. Other Supplies Computer Supplies, Software Upgrades, Computer Replacement - 2,009 1,000 (1,009) 201% Miscellaneous Supplies 1 101 100 (1) 101% Household Supplies (1,296) 497 2,000 1,503 25% TOTAL SUPPLIES (6e)(8,836) 8,075 6,900 (1,175) 117% f. CONTRACTUAL (Object Class 6f) 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)- 390 8,000 7,610 5% 2. Other Contracts Contra Costa Child Care Council (52 slots x $500)78,000 143,000 312,000 169,000 46% Loss of Subsidy 1,935 2,970 15,000 12,030 20% Children and Family Supplies (Diapers, etc)4,485 4,485 12,260 7,775 37% First Baptist (20 slots x $500)20,000 70,000 120,000 50,000 58% TOTAL CONTRACTUAL (6f)104,420 220,845 467,260 246,415 47% h. OTHER (Object Class 6h) 1. Bldg Occupancy Costs/Rents & Leases 1,194 10,502 15,000 4,498 70% 2. Utilities, Telephone 544 9,930 18,000 8,070 55% 3. Bldg. Maintenance/Repair and Other Occupancy 182 940 2,000 1,060 47% 4. Local Travel (54.5 cents per mile effective 1/1/2018)(3) 855 2,800 1,945 31% 5. Parent Services Parent Activities (Sites, PC, BOS luncheon) & Appreciation - - 200 200 0% 6. Accounting & Legal Services Legal (County Counsel)- - 500 500 0% Auditor Controllers - - 1,000 1,000 0% Data Processing/Other Services & Supplies 139 976 1,000 24 98% 7. Publications/Advertising/Printing Recruitment Advertising (Newspaper, Brochures)- - 100 100 0% 8. Training or Staff Development Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 7,606 19,574 25,907 6,333 76% 9. Other Vehicle Operating/Maintenance & Repair - - 1,000 1,000 0% Equipment Maintenance Repair & Rental 461 854 3,000 2,146 28% Other Operating Expenses (CSD Admin/Facs Mgt. Alloc-1401)207 1,672 4,192 2,520 40% h. OTHER (6h)10,331 45,303 74,699 29,396 61% I. TOTAL DIRECT CHARGES (6a-6h)154,204 710,045 1,052,960 342,915 67% j. INDIRECT COSTS 10,467 93,875 66,120 (27,755) 142% k. TOTALS - ALL BUDGET CATEGORIES 164,671 803,920 1,119,080 315,160 72% Non-federal Match In-Kind 29,641 185,255 279,770 94,515 66% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU EARLY HEAD START- CC PARTNERSHIP #1 February 2019 Expenditures Stat. Date Card Account #Amount Program Purpose/Description 02/22/19 xxxx8777 255.02 EHS T & TA Books, Periodicals 02/22/19 xxxx8777 255.01 Head Start T & TA Books, Periodicals 02/22/19 xxxx8777 229.91 EHS-Child Care Partnership #2 Books, Periodicals 02/22/19 xxxx8777 229.90 EHS Basis Grant Books, Periodicals 969.84$ 02/22/19 xxxx1907 (785.00) Indirect Admin Costs Minor Furniture/Equipment 02/22/19 xxxx1907 1,423.95 EHS-Child Care Partnership #2 Minor Furniture/Equipment 638.95$ 02/22/19 xxxx0494 582.10 Child Nutrition Food Services Food 582.10$ 02/22/19 xxxx0494 865.02 Child Nutrition Food Services Clothing & Personal Suppl 865.02$ 02/22/19 xxxx4959 1,572.27 HS Basic Grant Other Travel Employees 02/22/19 xxxx1907 554.00 CSD Liheap PGE Assistance Other Travel Employees 02/22/19 xxxx8777 1,737.18 HS Basic Grant Other Travel Employees 02/22/19 xxxx1416 1,643.60 EHS-Child Care Partnership #2 Other Travel Employees 02/22/19 xxxx2364 3,599.60 HS Basic Grant Other Travel Employees 02/22/19 xxxx8798 416.56 Comm. Svc Block Grant Other Travel Employees 02/22/19 xxxx3016 246.97 Child Nutrition Food Services Other Travel Employees 9,770.18$ 02/22/19 xxxx4959 79.73 EHS-Child Care Partnership #2 Training & Registration 02/22/19 xxxx1907 50.00 CSD Liheap PGE Assistance Training & Registration 02/22/19 xxxx1907 205.00 HS Basic Grant Training & Registration 02/22/19 xxxx8777 125.00 HS Basic Grant Training & Registration 02/22/19 xxxx1416 3,338.09 HS Basic Grant Training & Registration 02/22/19 xxxx2364 92.64 HS Basic Grant Training & Registration 02/22/19 xxxx0494 30.00 Child Nutrition Food Services Training & Registration 02/22/19 xxxx3016 375.00 Child Nutrition Food Services Training & Registration 02/22/19 xxxx3016 107.72 FACS Mental Health Program Training & Registration 4,403.18$ 02/22/19 xxxx1907 1,395.15 HS Basic Grant Other Special Dpmtal Exp 02/22/19 xxxx0494 4.85 Balboa Site Costs Other Special Dpmtal Exp 02/22/19 xxxx0494 437.08 Child Nutrition Food Services Other Special Dpmtal Exp 02/22/19 xxxx1899 3,893.29 Indirect Admin Costs Other Special Dpmtal Exp 5,730.37$ 02/22/19 xxxx8777 2,135.08 HS Basic Grant Misc Services/Supplies 02/22/19 xxxx2364 119.75 HS Basic Grant Misc Services/Supplies COMMUNITY SERVICES BUREAU SUMMARY CREDIT CARD EXPENDITURE VISA/U.S.BANK FEBRUARY 2019 2019 Month covered January Approved sites operated this month 14 Number of days meals served this month 21 Average daily participation 681 Child Care Center Meals Served: Breakfast 11,334 Lunch 14,303 Supplements 10,044 Total Number of Meals Served 35,681 fldr/fn:2019 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 CAO Monthly Report CSBG and Weatherization Programs Year-to-Date Expenditures As of February 28, 2019 1.2019 LIHEAP WX Contract # 19B-5005 Term: Oct. 1, 2018 - June 30, 2020 Amount: WX $ 501,655 Total Contract 501,655$ Expenditures (321,926) Balance 179,729$ Expended 64% 2.2019 LIHEAP ECIP/EHA 16 Contract # 19B-5005 Term: Oct. 1, 2018 - June 30, 2020 Amount: EHA 16 $ 441,456 Total Contract 441,456$ Expenditures (106,598) Balance 334,858$ Expended 24% 3.2019 Department of Energy (DOE) Contract # 17C-4004 Term: June 1, 2018 - May 31, 2019 Amount: $ 166,495 Total Contract 166,495$ Expenditures (41,252) Balance 125,243$ Expended 25% 4.2019 COMMUNITY SERVICES BLOCK GRANT (CSBG) Contract # 19F-4007 Term: Jan. 1, 2019 - Dec. 31, 2019 Amount: $ 850,578 Total Contract 850,578$ Expenditures (62,936) Balance 787,642$ Expended 7% fldr/fn:CAO Monthly Reports/WX YTD Exp-CAO Mo Rprt 2-2019 M arch 2019 – COMMUNITY SERVICES BUREAU PRESCHOOL MENU MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY ALL BREAKFAST & LUNCH SERVED WITH 1% LOW-FAT MILK *Indicates vegetable included in main dish WATER IS OFFERED THROUGHOUT THE DAY 1 BREAKFAST ½ c. UNSWEETENED APPLESAUCE ½ sl. WHOLE WHEAT CINNAMON BREAD LUNCH 1 oz. SLICED ROASTED TURKEY ½ oz. SLICED SWISS CHEESE MAYO & MUSTARD DRESSING ¼ c. GREEN LEAF LETTUCE & TOMATO SLICE ¼ c. MANGO CHUNKS 1 sl. WHOLE WHEAT BREAD PM SNACK 1 ea. HARD BOILED EGG ½ c. FRESH ORANGE 4 BREAKFAST ½ c. FRESH APPLE ⅓ c. KIX CEREAL LUNCH ⅜ c. CUBAN BLACK BEAN ¼ c. BABY CARROTS (no dressing) ¼ c. FRESH KIWI 6 ea. WHOLE CORN TORTILLA CHIPS PM SNACK 1 pkg. GOLDFISH CRACKERS ½ c. 1% LOW-FAT MILK 5 BREAKFAST ½ c. FRESH TANGERINE ⅓ c. CORN CHEX CEREAL LUNCH ⅔ c.*GROUND TURKEY & SPANISH RICE (ground turkey, tomatoes, green pepper, onion) ¼ c. FRESH PEAR PM SNACK ½ c. FRESH APPLE 1 ea. CHEDDAR CHEESE STICK 6 BREAKFAST ½ c. MANGO CHUNKS ½ ea. WHOLE WHEAT BAGEL/CREAM CHEESE LUNCH ½ c.*ARROZ CON POLLO (diced chicken, green bell pepper, tomatoes, onions & brown rice) ¼ c. FRESH ORANGE PM SNACK 2 pkgs. RITZ CRACKERS 1 tbsp. SUNBUTTER 7 BREAKFAST 1 ea. FRESH BANANA ¼ c. CINNAMON OATMEAL & RAISINS LUNCH ½ c. CHILI SAN CARNE ¼ c. RAINBOW COLESLAW ¼ c. FRESH APPLE 1 sq. HOMEMADE MEXICALI CORNBREAD PM SNACK ½ c. FRESH BROCCOLI/RANCH DRESSING 2 pkgs. WHEATWORTH CRACKERS 8 BREAKFAST ½ c. FRESH ORANGE ⅓ c. RICE CHEX CEREAL LUNCH ⅜ c. TUNA SALAD (tuna, eggs, mayo, relish, celery, onions) ¼ c. SPRING SALAD MIX/ITALIAN DRESSING ¼ c. FRESH STRAWBERRIES 1 sl. WHOLE WHEAT BREAD PM SNACK ⅓ c. LETS GO FISHING TRAIL MIX (corn chex, pretzels, fish & cheese crackers) ½ c. 1% LOW-FAT MILK 11 BREAKFAST ½ c. FRESH PEAR ⅓ c. BRAN CEREAL LUNCH ¾ c. RED BEAN & RICE (brown rice, red beans, green bell paper ) ¼ c. FRESH TANGERINE PM SNACK 2 pkgs. WHEATWORTH CRACKERS/HUMMUS ½ c. 1% LOW-FAT MILK 12 BREAKFAST ½ c. FRESH ORANGE ⅓ c. RICE CHEX CEREAL LUNCH ⅓ c. SLOPPY JOE ¼ c. BROCCOLI SLAW ¼ c. FRESH APPLE SLICES ½ ea. WHOLE WHEAT HAMBURGER BUN PM SNACK 1 pkg. ANIMAL CRACKERS ½ c. 1% LOW-FAT MILK 13 BREAKFAST 1 ea. FRESH BANANA ⅓ c. KIX CEREAL LUNCH ½ c. RED POZOLE SOUP (diced chicken, tomato paste, hominy) ¼ c. SHREDDED CABBAGE & CILANTRO ¼ c. MANGO CHUNKS 6 ea. WHOLE CORN TORTILLA CHIPS PM SNACK ½ c . FRESH STRAWBERRIES ½ c. CUCUMBER & CARROT STICKS/RANCH DRESSING 14 BREAKFAST ½ c. FRESH ORANGE ½ sl. WHOLE WHEAT CINNAMON BREAD LUNCH ⅜ c. MAC & CHEESE WITH BROCCOLI ¼ c. COLESLAW ¼ c. FRESH PEAR PM SNACK ½ c. PINEAPPLE TIDBITS ⅛ c. COTTAGE CHEESE 15 BREAKFAST 1 ea. FRESH BANANA ⅓ c. CHEERIOS LUNCH ½ c. CHICKEN SALAD ¼ c. SPINACH LEAVES ¼ c. FRESH STRAWBERRIES ½ ea. WHOLE WHEAT PITA BREAD PM SNACK ½ c. FRESH APPLE 1 tbsp. SUNBUTTER 18 BREAKFAST ½ c. FRESH ORANGE ⅓ c. CORN CHEX CEREAL LUNCH ¾ c.*VEGETABLE CHILI (kidney beans, tomatoes, bulgur wheat, yogurt, & cheddar cheese) ¼ c. FRESH KIWI 2 pkgs. WHEATWORTH CRAC KERS PM SNACK ½ c. CARROT-PINEAPPLE RAISIN SALAD ½ c. 1% LOW-FAT MILK 19 BREAKFAST ½ c. FRESH APPLE SLICES ⅓ c. BRAN CEREAL LUNCH ½ c. CURRY CHICKEN SALAD ¼ c. MARINATED CUCUMBER & TOMATOES ¼ c. FRESH STRAWBERRIES ½ ea. WHOLE WHEAT PITA BREAD PM SNAC K ⅓ c. FRIENDS TRAIL MIX (kix, cheerios, corn chex, raisins, pretzels, & dried apricots) ½ c. 1% LOW-FAT MILK 20 BREAKFAST 1 ea. FRESH BANANA ⅓ c. CORNFLAKES LUNCH ½ c.*TURKEY SPAGHETTI CASSEROLE (ground turkey, tomato paste, onions with whole wheat spaghetti) ¼ c. FRESH PEAR PM SNACK ½ c. FRESH BROCCOLI & CAULIFLOWER/RANCH DIP 6 ea. WHEAT THIN CRACKERS 21 BREAKFAST ½ c. FRESH KIWI ½ ea. ENGLISH MUFFIN/MIXED FRUIT JELLY LUNCH 1 ea. *M EXICAN PIZZA (refried beans, tomato paste, chunky salsa) ½ oz. SHREDDED MOZZARELLA CHEESE ¼ c. FRESH APPLE 1 ea. WHOLE WHEAT TORTILLA PM SNACK – ANTS ON A LOG 2 tbsps. SUNBUTTER ¼ c. CELERY STICKS 1 tbsp. RAISINS ½ c. 1% LOW-FAT MILK 22 BREAKFAST 1 ea. FRESH BANANA ⅓ c. RICE CHEX CEREAL LUNCH 1 oz. TURKEY HAM ½ oz. SWISS CHEESE MAYO & MUSTARD DRESSING ¼ c. GREEN LEAF LETTUCE & TOMATO SLICE ¼ c. FRESH TANGERINE 1 sl. WHOLE WHEAT BREAD PM SNACK ⅛ c. COTTAGE CHEESE ½ c. MANGO CHUNKS 25 BREAKFAST ½ c. FRESH ORANGE ⅓ c. RICE CHEX CEREAL LUNCH ¼ c. VEGETARIAN BEANS ½ ea. TOASTED CHEESE SANDWICH ¼ c. SPRING SALAD MIX/ITALIAN DRESSING ¼ c. FRESH APPLE PM SNACK 1 pkg. HONEY GRAHAM CRACKERS ½ c. 1% LOW-FAT MILK 26 BREAKFAST ½ c. FRESH KIWI ⅓ c. BRAN CEREAL LUNCH ⅓ c. CHICKEN ADOBO (diced chicken, soy sauce, vinegar) ¼ c. FRESH BROCCOLI FLORETS/RANCH DRESSING ¼ c. FRESH TANGERINE ¼ c. BROWN RICE PM SNACK 1 ea. FRESH BANANA 1 tbsp. SUNBUTTER 27 BREAKFAST ½ c. FRESH APPLE ½ ea. WHOLE WHEAT BAGEL/CREAM CHEESE LUNCH CHICKEN FLATBREAD PIZZA 1 ½ ozs. CHICKEN ¼ c. SPINACH ¼ c. FRESH PEAR 1 ea. WHOLE WHEAT TORTILLA PM SNACK ½ c. FRUIT SALSA (mandarin oranges, pineapple chunks, onions, & green bell peppers) 6 ea. WHOLE CORN TORTILLA CHIPS 28 BREAKFAST ½ c. FRESH KIWI ⅓ c. CORN CHEX CEREAL LUNCH ¾ c. *LIMA BEANS & CARROTS ¼ c. FRESH STRAWBERRIES 1 sq. HOMEMADE CORNBREAD PM SNACK ½ c. JICAMA & CUCUMBER STICKS VEGETABLE DRESSING 6 ea. WHEAT THIN CRACKERS 29 BREAKFAST 1 ea. FRESH BANANA ⅓ c. CHEERIOS LUNCH ¾ c.*GREEK CHICKEN SALAD (cucumbers, tomatoes & olives) WITH FETA CHEESE DRESSING ¼ c. FRESH APPLE ½ ea. WHOLE WHEAT PITA BREAD PM SNACK 1 sl. RAISIN BREAD 1 tbsp. SUNBUTTER RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Defender, or designee, to execute a Memorandum of Understanding with National Legal Aid & Defender Association (NLADA) to define the responsibilities of NLADA, as the Project Sponsor, and the Public Defender's Office as the Project Host Site, including a cost share payment not to exced $4,000, for one (1) AmeriCorps VISTA member who will provide performance measurement and data analysis services for the period of May 1, 2019 through August 18, 2020. FISCAL IMPACT: There is a $4,000 Host Site cost share payment to NLADA by the Office of the Public Defender. (100% Public Defender General Fund) BACKGROUND: NLADA is the fiscal agent and administrator of a grant from the Corporation for National & Community Service. This grant allows NLADA to assign one VISTA member to the Public Defender's Office. The VISTA member, who will be recruited by the Public Defender's Office, will help the office modernize its approach to evidence based practices, data management and community partnerships. This will include measuring the impact of AB-109 funded APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.124 To:Board of Supervisors From:Robin Lipetzky, Public Defender Date:May 7, 2019 Contra Costa County Subject:Memorandum of Understanding between the Office of the Public Defender and National Legal Aid & Defender Association BACKGROUND: (CONT'D) programs and assisting in the development of data systems and analytics to track and measure outcomes in a variety of areas such as immigration, racial and ethnic disparities and connecting clients with substance use disorder treatment programs. CONSEQUENCE OF NEGATIVE ACTION: If this Memorandum of Understanding is not approved, the Office of the Public Defender would not be eligible to receive the services of the VISTA member or benefit from the expertise of the VISTA member in the areas of data and analytics as it relates to the Public Defender's Office's community-oriented programs. ATTACHMENTS RECOMMENDATION(S): AUTHORIZE the Chair of the Board of Supervisors to sign the attached letter to the State Lands Commission (SLC) requesting that it proceed to repair and re-tenant its property at 501 Port Street, Crockett, formerly known as the Nantucket restaurant, for the benefit of the Crockett community as well as the greater public benefit to all Californians to have access to the waterfront in this location. FISCAL IMPACT: None. BACKGROUND: The former restaurant building and adjacent structures at 501 Port Street, Crockett, are held in trust for the people of the State of California by the State Lands Commission (SLC). The February 2019 closure of the Nantucket restaurant, which was in violation of its lease with the SLC, created a new source of blight in the area. It has increased the workload for County services like Code Enforcement and the Sheriff's Department without a commercial operation there to help maintain the area. The SLC has not announced its plans for the future of the site. Staff-level discussion has covered the possibility of demolishing all the structures on the site in addition to removing the sunken vessels and other debris from the bayside. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.125 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:May 7, 2019 Contra Costa County Subject:Communication to the State Lands Commission About 501 Port Street, Crockett BACKGROUND: (CONT'D) If the restaurant building were demolished, it would be very difficult to replace due to regulatory requirements of building at the water's edge, and escalating construction costs. The Crockett community is very interested in seeing that waterfront space continue to be in active use, as both a deterrent to crime in the area and an amenity for local residents. Perhaps more importantly from the SLC's perspective, the opportunity for the public to enjoy safe, legal access to the water and affordable waterfront dining is not replicated for miles in either direction. Park advocates in the community have been working to develop a vision for a public park nearby, and a repaired restaurant under new management would be very compatible with the vision for recreation use taking shape in this general location. In light of the many benefits to cleaning up the site, securing crossing access from Union Pacific, and seeking a new tenant that would be open to the public, should be a high priority for the SLC. Before the matter of finding a new tenant versus demolishing the structures even gets to the point of being scheduled for the SLC board, it is recommended that the County send a letter indicating its official position of opposition to demolition, in light of the greater public benefit to keeping a restaurant or other commercial business there. CONSEQUENCE OF NEGATIVE ACTION: If the County does not send a letter indicating opposition to demolition, the State will not be aware of the County's position and may proceed directly to demolition of these structures. ATTACHMENTS SLC letter and article 1 The Board of Supervisors County Administration Building 651 Pine Street, Room 106 Martinez, California 94553 John Gioia, 1st District Candace Andersen, 2nd District Diane Burgis, 3rd District Karen Mitchoff, 4th District Federal D. Glover, 5th District May 7, 2019 State Lands Commissioners: Lt. Gov. Ambassador Eleni Kounalakis Controller Betty Yee Director of Finance Keely Bosler via Executive Secretary Jennifer Lucchesi California State Lands Commission 100 Howe Avenue, Suite 100-South Sacramento, CA 95825 Subject: Request to Proceed to Seek a New Commercial Tenant for 501 Port Street, Crockett, California Dear Lt. Governor Kounalakis, Controller Yee, Ms. Bosler, and Ms. Lucchesi: On behalf of the Board of Supervisors of Contra Costa County, I request that the State Lands Commission proceed to repair of the structures of 501 Port Street, Crockett, and seek appropriate commercial tenant(s) to operate businesses there for the benefit of the California public as well as the Crockett community, and not plan to demolish the buildings. As your staff is aware, the main structure at this site has been in use as a restaurant, most recently called The Nantucket, for more than 80 years, offering generations of families the opportunity for affordable waterfront dining. It has served as a destination for day trippers by sea and land. With the recent cessation of business there, the restaurant is boarded up and a new source of blight. Its current status also eliminates safe, legal public access to the bay for miles in either direction. Crockett is an unincorporated community for which Contra Costa County is the municipal authority. The Department of Conservation and Development is available to work with any prospective tenants to facilitate the permit process on our end. We need the state to complete the clean-up on the water side, provide ongoing maintenance on the land side, secure access via a master lease with the railroad (at a crossing which has been in effect for as long as the restaurant has been in operation), and proceed to select new tenant(s) for a restaurant, or other commercial use with regular hours open to the public, and water-oriented recreation use. This will provide meaningful public access to the bay in accordance with the State Lands Commission’s mission and values. David Twa Clerk of the Board and County Administrator (925) 335-1900 Contra Costa County 2 The County’s Economic Development Manager has been referring prospective tenants to the SLC staff to engage in the process for re-use of this site. Our County Code Enforcement officers and Sheriff’s deputies continue to be involved in this area on a daily basis, doing our part to keep the state property held in trust for public benefit safe and secure. Meanwhile, park advocates in Crockett are developing plans for an expanded public garden and park near 501 Port Street. The community is doing its part, and we look to the State to partner by committing to re-tenant the buildings. Please see attached newspaper article, one of many in recent months recapping the history of this site, as well as the loss in value to the public from the closure of the restaurant and the neglect that led to this point. To demolish the buildings on site, as SLC staff has mentioned as the path forward, would be to remove this public access forever, as in practice it would be cost-prohibitive to build new here, if even allowed under current regional regulations. If you have any questions about the importance of repairing and reopening this site for public commercial uses, please contact Economic Development Manager Amalia Cunningham, AICP, at 925-674-7869 or amalia.cunningham@dcd.cccounty.us. Sincerely, John Gioia Chair, Board of Supervisors of Contra Costa County Supervisor, District 1 cc: Supervisor Federal D. Glover, District 5 John Kopchik, Director, Department of Conservation and Development Larry Goldzband, Executive Director, Bay Conservation and Development Commission Dale McDonald, General Manager, Crockett Community Services District Encl. FOOD Longtime Crockett restaurant, The Nantucket, is closing its doors after 89 years Dianne de Guzman , SFGATE Feb. 8, 2019 Updated: Feb. 8, 2019 3:55 p.m. After 89 years, Crockett waterfront restaurant, The Nantucket, with its sweeping views of the Carquinez Bridge, is set to close this month. The Nantucket's last day is slated for Feb. 17, an employee confirmed by phone. The dockside restaurant has been a local haunt since its beginnings in 1930, but it hasn't always gone by the name The Nantucket. The space has changed hands over the years, according to a 2002 Chronicle review, and its name has changed with it: The restaurant has previously been known as Dowrelio's, Galley Seafood, and Bouillabaisse. In 1975, the restaurant was christened Nantucket Fish Co., before its current owners took over and simplified it to The Nantucket. The reason behind the seafood restaurant's closure is unknown, but it is the latest in a number of aging Bay Area institutions deciding to shutter. Hs Lordships closed down after nearly 50 years in Berkeley in 2018; Lucca Ravioli Co. in San Francisco's Mission District announced plans to close on April 20 after 94 years. It is unclear what will happen to the space after its closure, but The Nantucket has been subleasing its land from the State Lands Commission; the restaurant notably was discovered to have owed $662,000 in unpaid rent to the state, according to an article by The Chronicle in 2011. Nevertheless, the restaurant has continued to operate just west of the Carquinez Bridge in the years following that audit, until it announced its upcoming Feb. 17 closure last month. SFGATE reached out to the restaurant's owners for comment and will update the article should we hear back. Read Dianne de Guzman's latest stories and send her news tips at ddeguzman@sfchronicle.com. 3of17Crockett seafood restaurant, The Nantucket, announced it will close its doors on Feb. 17.Photo: Ellen C. / Yelp Photo: Patricia S. via Yelp RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to submit the Contra Costa County Area Agency on Aging 2019-2020 Area Plan Update to the California Department on Aging; and, AUTHORIZE the Chair, Board of Supervisors to sign the Transmittal Letter. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Contra Costa County Area Agency on Aging (AAA) provides services to older residents of the County. AAA continues to provide through contracts: congregate meals, legal assistance, in-home supportive services registry, adult day care. errand and escort services, transportation, Alzheimer's day care, resource center services, respite registry, Brown Bag food services, and senior companion programs. In addition, AAA directly provides information and assistance, disease prevention and health promotion information services, and delivers the Health Insurance Counseling and Advocacy Program (HICAP). Under California Code of Regulations, Title 22 section 7304. the Area Plan Update reports on expenditures APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: , Deputy cc: C.126 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Area Agency on Aging 2019-2020 Area Plan Update BACKGROUND: (CONT'D) under: Title IIID for Disease Prevention and Health Promotion programs; Title(s) IIIB anf VIIA for Long Term Care/Ombudsman programs; and, Title VII for Elder Abuse Prevention programs. CONSEQUENCE OF NEGATIVE ACTION: Without submission of the Area Agency on Aging 2019-2020 Area Plan Update, County would be out of compliance with the California Department on Aging funding requirements. AGENDA ATTACHMENTS AAA Area Plan Update 2019-2020 AAA 2019-2020 Area Plan Update Transmittal Letter MINUTES ATTACHMENTS Signed Transmittal Letter Contra Costa County Area Agency on Aging 2019-2020 Area Plan Update PSA #07 Submitted by Laura Cepoi Program Manager, Area Agency on Aging Employment and Human Services Department Contra Costa County 2 Table of Contents Overview ……………………………………………………………………………………………. 3 Area Plan Update (APU) Checklist: Submit with APUs due5/1/19…………………….……… 5 Section 2: Description of the Planning and Service Area (PSA) ……………………………. 6 Section 7: Public Hearings ………………………………………………………………………. 11 Section 9: Area Plan Narrative Goals and Objectives ………………………………………… 13  Title IIID Disease Prevention and Health Promotion  Title IIIB/VIIA Long-Term Care (LTC) Ombudsman  Title VII Elder Abuse Prevention Section 10: Service Unit Plan (SUP) Objectives …………………………………..…………. 26 Section 16: Governing Board ………………………………………………………………….. 46 Section 17: Advisory Council …………………………………………………………………… 47 Section 18: Legal Assistance ………………………………………………………………….. 50 Section 21: Organization Chart ………………………………………………………………… 54 3 Overview The mission of the Contra Costa County Area Agency on Aging is specified in the Older Americans Act of 1965, renewed in 2016, as well as the Older Californians Act. These Acts were established with the intent to insure the delivery of adequate levels of support social, health, and nutrition services to older adults with particular attention to targeting those who are most vulnerable and in danger of losing their independence. This Annual Plan Update reflects the third and final update to the master strategic plan 2016 -2020. As we work through the plan, we also review the responsiveness of the Area Plan to emerging community need. This year we have evaluated models that would allow us to serve homeless seniors and to provide assistance with housing access. Not only do we seek to inform our legislators and communities but we seek to inform ourselves to stay up -to-date on those issues which have the most impact on our community. It is a privilege to work with volunteers and community based organizations who are truly committed to making a difference in how we can plan socially just and age inclusive services in Contra Costa County and the State. All planned programs and services are contingent upon the availability of funds from all sources. . Contracted Services IIIB Support Services Legal Services Adult Day Health Care Friendly Visiting Home Chore Registry Disease Prevention Fall Prevention SNAP Direct Services Information and Assistance Program (I&A): Social workers provide information, referrals to resources, follow-up calls, and support in problem solving to seniors age 60 and older, for adults with disabilities, caregivers and concerned family members. This year the program expanded into an integrate d call center and is now able to take IHSS Mission Statement    To provide leadership in addressing issues that relate to Older Californians, to develop community based systems of care that provide services which support independence within California’s interdependent society, and which protect the quality of life of older adults and persons with functional impairments, and to promote citizen involvement in the planning and delivery of services. Sr. Nutrition 56% IIIB Sup.Serivce s 18% Elder Abuse 1% Disease Prevention 1% Ombudsman 6% Admin 9% Family Caregiver 9% 2018 OAA Budget Expenditures 4 applications and provide initial screening for APS calls. A Senior Resource Directory was published and distributed, demand exhausted the 10,000 copies within a few weeks. At times comprehensive assessments are conducted when multiple services may be required. Staff also participate in community events to disseminate information and help seniors, disabled adults, and caregivers access a wide ra nge of community based services (with an emphasis on housing). The chart below reflects the calls received in FY 16 -17, number of clients served was 8,164. Health Insurance Counseling and Advocacy Program (HICAP) Counseling and advocacy are provided to Medicare beneficiaries regarding Medicare problems through the efforts of highly skilled volunteers and professional staff. Services include assistance in choosing appropriate health insurance and prescription drug coverage, including Medicare Supplemental Insurance (also known as Medigap policies), Medicare Advantage plans (in Contra Costa County these are HMO networks), long-term care insurance, and help with medical billings, claims and Medicare appeals. This program faced a 25% budget reduction in December 2017. Senior Community Service Employment Program (SCSEP) A Title V funded program administered by the Department of Labor, federally funded through a grant from the National Asian Pacific Center on Aging, the county received the grant from new contractor in 2017. The program has 50 training slots in various no n-profit and governmental host agencies in clerical, administrative, landscaping, food service and custodial job sectors. Program serves individuals 55+ who are veterans, homeless, disabled or facing extreme poverty. Currently there is a waitlist of over 100 people for this program. 0 5 10 15 20 25 30 35 Housing Insurance Home Care Abuse Legal Case Mg. Financial Transportation Mental Health Misc. Call Percentage Distribution FY 16-17 5 AREA PLAN UPDATE (APU) CHECKLIST PSA 7Check one: ☐ FY 17-18 ☐ FY 18-19 ☒ FY 19-20 Use for APUs only AP Guidance Section APU Components (To be attached to the APU) Check if Included  Update/Submit A) through I ) ANNUALLY: n/a A) Transmittal Letter- (requires hard copy with original ink signatures or official signature stamp -no photocopies)will be mailed separately upon receipt of Board approval. ☐ n/a B) APU - (submit entire APU electronically only) ☒ 2, 3, or 4 C) Estimate- of the number of lower income minority older individuals in the PSA for the coming year ☒ 7 D) Public Hearings- that will be conducted ☒ n/a E) Annual Budget ☐ 9 F) Title IIIB/VIIA Long-Term Care Ombudsman Objectives ☒ 9 G) Title VIIA Elder Abuse Prevention Objectives ☒ 10 H) Service Unit Plan (SUP) Objectives and LTC Ombudsman Program Outcomes ☒ 18 I) Legal Assistance ☒  Update/Submit the following only if there has been a CHANGE or the section was not included in the 2016-2020 Area Plan: Mark Changed/Not Changed (C or N/C) C N/C 5 Minimum Percentage/Adequate Proportion ☐ ☒ 5 Needs Assessment ☐ ☒ 9 AP Narrative Objectives: 9  System-Building and Administration ☐ ☒ 9  Title IIIB-Funded Programs ☐ ☒ 9  Title IIIB-Transportation ☐ ☒ 9  Title IIIB-Funded Program Development/Coordination (PD or C) ☐ ☒ 9  Title IIIC -1 ☐ ☒ 9  Title IIIC -2 ☐ ☒ 9  Title IIID ☐ ☒ 20  Title IIIE-Family Caregiver Support Program ☐ ☒ 9  Title V-SCSEP Program ☐ ☒ 9  HICAP Program ☐ ☒ 12 Disaster Preparedness ☐ ☒ 14 Notice of Intent-to Provide Direct Services ☐ ☒ 15 Request for Approval-to Provide Direct Services ☐ ☒ 16 Governing Board ☒ ☐ 17 Advisory Council ☒ ☐ 21 Organizational Chart(s) ☐ ☒ 6 SECTION 2. DESCRIPTION OF THE PLANNING AND SERVICE AREA (PSA) Planning and Service Area (PSA) 7 is comprised of Contra Costa County (CCC) in its entirety. Contra Costa County is considered to be one of the nine San Francisco Bay Area counties, and ranks as the third most populous in the region, behind Santa Clara and Alameda Counties. Physical setting Contra Costa County has 19 incorporated cities. It is spread over 750 square miles, bordered by San Francisco Bay to the West, San Pablo Bay and the Sacramento River Delta to the North, San Joaquin County to the E ast and Alameda County to the South. Hills effectively divide the county into three distinct regions, which mirror how social, health, and other services are predominantly structured: East, West, and Central County. Central County is sometimes further de lineated by “South County” to cover the communities of Danville, San Ramon and Alamo. Central County is the most affluent region of the county. The portions of the county bordering water are where the heaviest industries are located, including several oil refineries and chemical plants along the Bay and Delta areas. The most inland areas are where the most rural portions of the county remain, although these areas have been greatly reduced. Areas along major freeways, particularly in Central County, make up the areas where major business parks and commercial centers are located. Eastern Contra Costa County has been the part of the county with the most growth in housing. Open farmland and orchards have been replaced with new housing tracts. Cities have grown tremendously over the last decade in East Contra Costa County. East County cities include: Pittsburg, Antioch, Oakley, Brentwood and the unincorporated areas of Bethel Island in the Delta, Knightsen, Byron, and Discovery Bay. Only Knightsen continues to be classified as a rural community. Oakley, a city with 35,000 residents, was incorporated only 17 years ago on July 1, 1999. Central Contra Costa County is a predominantly suburban area with a mixture of housing, commercial and financial centers. Central County cities include: Lafayette, Orinda, Moraga, Walnut Creek, Concord, Clayton, Pleasant Hill, Martinez, Danville, San Ramon, Alamo and the unincorporated areas of Canyon, Clyde, and Rheem. Central County rests in a valley between hills and service organizations sometimes refer to Central County or as the Diablo Valley area. This is because Mt. Diablo is the major feature of the natural environment in Central County. Located in Central County, Concord is the most populous city in the county with 127,522 residents (2014). It was recently named one of the 10 best places in the world to retire by Conde Nast Traveler magazine. The magazine touted Concord’s excellent health care facilities, free community activities throughout the year, access t o the Bay Area Rapid Transit (BART) system, and proximity to San Francisco. West County is the most urbanized section of the county with the City of Richmond as its largest city. It is not unusual for West County residents to seek services in the Norther n Alameda County cities of Berkeley and Oakland. West County cities include: El Cerrito, Richmond, San Pablo, Pinole, Hercules and the unincorporated areas of El Sobrante, Rodeo, Crockett, Port Costa and Kensington. Demographic Characteristics Concord Reuse Project Plan The Concord Naval Weapons Station closed in 2005, which led to a drawn -out process to convert the 5,000 acres of land to civilian use. In 2012, the Concord Reuse Project Plan was adopted that calls for building 12,272 housing units and 6.1 million square feet of commercial space on the former milit ary base. About 25% of the new homes will be affordable housing for low -income families, seniors, veterans, people with disabilities, and homeless. About 3,500 acres of land will be preserved as open space or parkland. This plan promises to create a n ew vibrant and pedestrian-friendly community clustered around the North Concord BART station with a mix of townhomes, apartments, shops, schools, and other amenities. At time of this writing, the City of Concord has plans underway to select “master developers” for the first phase of development. 7 According to recent estimates, Contra Costa County’s population was 1,135,127 residents. There were 215.999 residents aged 60 or older, which was 19% of the total population of the County. (US Census Bureau ;, 2011-2015) Race/Ethnicity Overall only 45% of Contra Costa County is White (non -Hispanic/Latino). African Americans represent 9.6%, Asian represents 16.8% and Hispanic/Latino 25.3% of the population However, residents aged 65 and older are more likely to be White; 65% of the senior population. Contra Costa County has 433,433 residents of color, and 50,857 seniors of color. In the overall population, the county is 45% White, 25% Hispanic/Latino, 15% Asian American, 3% “other,” 2% two or more races, and less than 1% are Native American/Hawaiian. In the aged 65 and older population, the county is 65% White, 11% Hispanic/Latino, 15% Asian American, 7% Black, 3% “other”, 2% two or more races, and less than 1% are Native American/Hawaiian. Gender Women outnumbered men in the senior population. Women comprised 57% of the senior population, as opposed to 51% in the County as a whole. Marital Status For Contra Costa County residents aged 65 and older, 58% are married, 21% are widowed, 15% are divo rced, 5% are never married, and 1% are separated. Disability 11% of Contra Costa County residents have at least one disability, or 121,675 residents. 51,596 residents aged 65 and older are disabled, representing 33% of all seniors. Veterans 25,857 Contra Costa County residents aged 65 and older are military veterans, 18% of all seniors in the county. Education Contra Costa residents aged 65 and older are well educated. 39% have a bachelor’s degree or higher, 30% have some college or an associate’s de gree, 21% have a high school degree/GED, and 11% have no high school degree. Immigration and Language 74% (839,494) of Contra Costa residents aged 65 and older were born in the US, while 26% (41,558) were born outside of the US. 8,852 seniors are not US citizens, representing 6% of all Contra Costa seniors. 74% of Contra Costa seniors speak English only, while 26% speak a language other than English. 23,375 seniors speak English less than “very well,” which is 15% of all seniors. Living with Grandkid s 13,267 Contra Costa residents aged 65 and older live with grandchildren, representing 8% of all seniors. 2,211 seniors are responsible for at least 1 grandchild, representing almost 2% of all seniors. Employment 27,482 seniors are employed and another 1,737 were unemployed but looking for work. This represents 18% of all seniors. Seniors represented 6% of civilian labor force in the county. 82% of seniors were not in the labor force. 8 Income 41% of senior households reported earnings, with a mean of $78,059 earned per year. 86% of senior hous eholds received Social Security income, averaging $20,869 per year. 6% of senior households received Supplemental Security Income, averaging $8,624 per year. 1% of seniors received cash public assistance income, averaging $4,276 per year. 51% of seniors had retirement income, averaging $38,580 per year. 4% received CalFresh benefits. Poverty 9,325 Contra Costa County residents aged 65 and older were in poverty, representing 6% of all seniors, defined by being below 100% of the Federal Poverty Level (FPL). An additional 13,054 seniors were between 100% and 150% of the Federal Poverty Level, which is 8% of all seniors. In total, 14% of Contra Costa seniors were below 150% of the Federal Poverty Level. Housing Contra Costa seniors have relatively stable housing. 94% live in the same house/domicile as they did 1 year previous. 80% of Contra Costa seniors were in owner occupied housing, while 20% were in rental housing. The average household size was about 2 residents. Housing costs were high for Contra C osta seniors. In owner-occupied households, 30% of households had housing costs totaling 30% or more of their monthly income. Rental costs were even higher relative to income. 64% of seniors who lived in rentals spent more than 30% of their income on housi ng. The median housing costs for owners with no mortgage was $528 per month, for owners with a mortgage was $1,910 per month, and for renters was $1,140 per month. Homelessness Nearly 6,000 individuals experienced at least one episode of homelessness in 2 014-2015 Fiscal Year (Contra Costa Council on Homelessness 2014-2015 Fiscal Year Annual Report). While the Point in Time (PIT) Count conducted by Contra Costa Council on Homelessness identified 3,715 individuals were homeless on January 28, 2016. Of th ese individuals, 20% are aged 55 or older and 7% are 62 and older. Medicare and MediCal Latest data showed that 181,880 Contra Costa residents are enrolled in Medicare and Medicare Advantage and other health plans (Centers for Medicare & Medicaid Services, Feb. 2016). 31,038 Contra Costa residents aged 60 and older are Medi -Cal eligible (California Department on Aging Demographic Projections, 2016). Economic Security Public assistance programs such as Supplemental Security Income (SSI) and those that provide low -cost or free housing, health care, and food are commonly “means tested,” meaning that only residents who are below certain income and wealth thresholds are eligible. However, these programs use the same threshold – 100% of the Federal Poverty Level – around the entire United States despite widely varying costs of living. In areas with a high cost of Rising Cost of Housing Despite attention focused on a real estate boom and bust cycle in Contra Costa, the county has one of the lowest residential vacancy rates in Bay Area. The average monthly rent in Contra Costa County has risen from just over $1,100 per month in 2005 up to almost $1,400 in 2013. Some of the bigges t increases in housing costs in the Bay Area are in Contra Costa. From 2010 to 2014, home prices in the City of Richmond saw a 96% increase (from $151,500 to $308,500), unincorporated Contra Costa (from $182,000 to $547,000) and Pittsburg (from $120,000 to $305,000). Data Source: Association of Bay Area Government (ABAG) San Francisco Bay Area State of the Region: Economy, Population, Housing 2015 9 living, like Contra Costa County, this can leave many seniors economically insecure, with not enough resources to meet basic needs, but inelig ible for additional aid. The UCLA Center for Health Policy Research and the Insight Center for Community Economic Development established the Elder Index to provide an evidence -based indicator of the actual basic costs faced by older adults. The Elder Index takes into account the local costs of basic expenses, including housing, food, medical care, and transportation at the county level. The Elder Index is not a single number, but created for singles and couples, and for homeowne rs with a mortgage, without a mortgage, and renters. In 2011, for a single renter living alone in Contra Costa County, the Federal Poverty Guideline is only $10,890 per year. However, the Elder Index for meeting basic needs is more than twice that level, $26,249 per year. Using the Elder Index, it was determined that 48,000 seniors in Contra Costa do not have enough income to meet their basic needs, representing 42% of all seniors in the county. However, only 5% were below the Federal Poverty Level, leavi ng 36% of seniors who are struggling to meet basic needs but ineligible for many assistance programs. Women living alone are the most likely to be economically insecure. More than half of women living alone in Contra Costa County are economically insecure according to the Elder Index. More than twice as many women living alone are economically insecure than the other seniors: men living alone, men in 2 person households, or even women in 2 person households. Economic insecurity in Contra Costa County is als o related to race. While almost 40% of White households are economically insecure, 75% of African American and 99% of Hispanic/Latino households are economically insecure. According to the data collected in the Get Care report, of those who used registered services and reported on their race, 799 users were white/non-Hispanic and low income; Minority low income users numbered 1,714. It should be noted that participants have the choice to decline to state race on application for services and we are findin g that up to 50% of respondents exercise their right to “refuse to respond” on questions of income and race. Senior Population Growth The senior population in Contra Costa County will grow significantly over the next two decades and become more racially and ethnically diverse. The California Department of Finance projects that the population will grow from 1,051,553 residents in 2010 to 1,400,999 residents in 2040, an increase of 33%. By 2060, Contra Costa County is projected to have 1,620,604 residents, an increase of 54% from 2010. In 2010, seniors aged 65 and older represented 13% of the County population. That will rise to 23% of the county’s population in 2040. The number of seniors aged 65 and older will grow from 131,689 in 2010 to 317,592 in 2040. More than half of the growth in population of Contra Costa County in the coming decades will be due to the growth in the senior population. (53% of growth from 2010 to 2040, also 53% of growth from 2015 to 2040) Regional Population Forecast San Francisco Bay Area’s population is expected to grow from 7.1 million in 2010 to 7.6 million residents in 2015 to a projected 9.5 million residents in 2040. The senior population in the Bay Area is expected to grow from 885,000 residents in 2010 to 2.1 million residents in 2040. Seniors represented 12% of the Bay Area’s population in 2010, but are expected to reach 22% of the population in 2040. More than half of the growth of the Bay Area’s population is due to increases in the number of residents aged 65 years and older. The population of residents aged 65 years and older is expected to more than double, increasing 140 percent. The Bay Area will become even more ethnically diverse in 2040. The senior population will also be more diverse by 2040. However, in 2040, residents aged 65 years and older will be the only age group in which non-Hispanic Whites make up over 50% of the age group population. Data Source: Association of Bay Area Government (ABAG) Regional Forecast for Plan Bay Area 2040 10 The sub-population aged 75 and older will grow from 6% in 2010 to 13% of the County population in 2040. This is a rise from 60,104 residents in 2010 to 173,178 in 2040. Resources and Constraints In previous sections, we’ve established that Contra Costa Co unty’s senior population is growing rapidly due to the aging of Baby Boomers, 42% of the county’s seniors do not have enough income to meet their basic needs (Elder Index, 2011), and 64% of seniors who lived in rentals spent more than 30% of their income o n housing costs (American Community Survey, 2014). Taken all together, the needs of seniors are great in Contra Costa County and the demand for services to help them age with dignity and in their homes will continue to grow. Despite the growing need, fu nding levels for aging services such as nutrition, support services, and caregiver supports have not kept pace with demand or with inflation. Currently, the primary funding the AAA has to address the needs of seniors comes from the federal government through the Older Americans Act, with State and local County match. The latest reauthorization of the Older Americans Act keeps core programs such as home delivered and congregate meals, family caregiver supports, health promotion, and support services intact. It will also aim to address elder abuse--calling for improved training on elder abuse prevention and screening for those working in the aging field. While funding is expected to increase slightly with the latest reauthorization of the Older Americans Act, the resources available to serve Contra Costa seniors remain limited. In the meantime, the Older Californians Act continues to exist largely as an unfunded statute. Recent efforts to restore state funding to the support programs such as nutrition, Alzheimer’s day care centers, and caregiver supports have been unsuccessful. To develop additional revenue and enhance services, the AAA is currently assessing plans to leverage funding from the Older Americans Act with existing funding sources within ou r umbrella organization, Employment and Human Services Department (EHSD). In particular, we will be working more closely with the Adult Protective Services (APS) and In-Home Supportive Services (IHSS) programs to coordinate and streamline services to bett er prevent and protect seniors from abuse, and ensure that low -income and disabled seniors have reliable care to live safely and independently in their homes. Together, we also aim to strengthen our Information and Assistance (I&A) service, a telephonic program that serves as Contra Costa County’s main point of entry for access to information on aging and disability services. In addition, the AAA was awarded a grant to continue administration of the Senior Community Service Employment Program (SCSEP). Authorized by Title V of the Older Americans Act, SCSEP provides subsidized, service -based training for low -income persons 55 or older who are unemployed. The program is supported by a grant from National Asian Pacific Center on Aging with funding originating from the Department of Labor. The AAA is partnering with America’s Job Centers of California (AJCC) to ensure that SCSEP is an integral part of their “one - stop” employment and training services system. With in -kind support from the AJCCs, SCSEP have off ices in three AJCC sites throughout the county. Maintaining SCSEP gives the AAA another resource to help seniors obtain employment and improve their economic outcomes. Contra Costa County is fortunate to have a large citizenry willing to donate their t ime and skills to help serve seniors in the community. With limited funding, many AAA programs rely heavily on volunteers to deliver services. Last year, over 2,100 volunteers contributed their time in support of aging services under the Older Americans Act. Among many things, volunteers provide rides, deliver meals, run errands, visit long -term facilities to investigate complaints, provide companionship, serve meals at congregate nutrition sites, and provide counseling services. Volunteers are a vital resource and the AAA will continue to work with our community partners to support and recruit volunteers to help seniors meet essential needs. 11 SECTION 7. PUBLIC HEARINGS PSA 7 At least one public hearing must be held each year of the four-year planning cycle. CCR Title 22, Article 3, Section 7302(a)(10) and Section 7308, OAA 2006 306(a) Fiscal Year Date Location Number of Attendees Presented in languages other than English?1 Yes or No Was hearing held at a Long- Term Care Facility?2 Yes or No 2016-17 March 16, 2016 500 Ellinwood Way, Pleasant Hill, CA 94523 no no 2017-18 March15, 2017 500 Ellinwood Way, Pleasant Hill, CA 94523 47 no no 2018-19 March 21, 2018 500 Ellinwood Way, Pleasant Hill, CA 94523 41 no no 2019-20 March 20, 2019 500 Ellinwood Way, Pleasant Hill, CA 94523 43 no no The following must be discussed at each Public Hearing conducted during the planning cycle: 1. Summarize the outreach efforts used in seeking input into the Area Plan from institutionalized, homebound, and/or disabled older individuals. Meeting was publicly noticed in the newspapers in East, West and Central county distribution. Hearing was also noticed on the website, e -mailed notices were distributed. 2. Were proposed expenditures for Program Development (PD) or Coordination (C) discussed? Yes. Go to question #3 Not applicable, PD and/or C funds are not used. Go to question #4 1 A translator is not required unless the AAA determines a significant number of attendees require translation services. 2 AAAs are encouraged to include individuals in LTC facilities in the planning process, but hearings are not required to be held in LTC facilities. 12 3. Summarize the comments received concerning proposed expenditures for PD and/or C None. 4. Attendees were provided the opportunity to testify regarding setting minimum percentages of Title III B program funds to meet the adequate proportion of funding for Priority Services Yes. Go to question #5 No, Explain: 5. Summarize the comments received concerning minimum percentages of Title IIIB funds to meet the adequate proportion of funding for priority services. No Comments were received concerning minimum percentages of Title III B funds to meet adequate proportion. 6. List any other issues discussed or raised at the public hearing. None raised. 7. Note any changes to the Area Plan which were a result of input by attendees . None noted. 13 SECTION 9: AREA PLAN NARRATIVE GOALS AND OBJECTIVES GOAL # 1 The AAA is committed to assisting older individuals (who may be in danger of losing their independence) so they can lead meaningful, dignified, and independent lives in their own homes and communities as long as possible. AAA will accomplish this through an accessible range of options including but not limited to, collaborative efforts, decision making among public, private, voluntary, fraternal organizations, and coalitions, for continuing the development and enhancement of a comprehensive and coordinated community and home based system of care. RATIONALE The AAA conducted needs assessments and analysis of the results of completed surveys which directed the AAA to provide program development, coordination, and technical assistance. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. Aging and Adult Services Staff Assistant, and Senior Staff Assistants will actively participate in the Senior Coalitions to identify and prioritize senior needs by providing technical assistance in working with Coalition members on needs identified, including fraud prevention, health and intergenerational issues. Ev ents include: Senior Rally Day, Living Well after 50, Social Security Town Halls (Reimbursement up to $1,000 for outreach and education expenses available for coalition projects depending on funding availability and preapproval.) 7/1/16- 6/30/7 7/1/17- 6/30/18 7/1/18- 6/20/19 7/1/19- 6/30/20 C Continued 2. The AAA Program Manager, Aging and Adult Services Senior Staff Assistants, and the Advisory Council Planning Committee Members will work collaboratively with AAA contractors to develop and plan special programs/events/services with the use of One-Time Only funds in order to help address the needs of older adults with specific emphasis on Family Caregiver needs.  Distribution of One Time Only funding for caregiver retreats, advocacy and outreach, and Senior Resource Directory . 7/1/16- 6/30/17 7/1/18- 6/30/19 7/1/18- 6/30/19 7/1/19- 6/30/20 PD Continued 14 3. The AAA Program Manager, Aging and Adult Services Senior Staff Assistants , and the Advisory Council Planning Committee Members will work collaboratively with CBO’s to develop and plan special programs/events /services to help address the needs of older adults with particular attention to LGBT seniors. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/3020 C Continued 4. The AAA Program Manager, Aging and Adult Services Senior Staff Assistants , and the Advisory Council Planning Committee Members will work collaboratively with CBO s to develop and plan special programs/events/services to help address the needs of older adults with particular attention to seniors with limited-English speaking capability. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 C Continued 5. The AAA Program Manager, Aging and Adult Services Senior Staff Assistants , and the Advisory Council Health Work Group Members will work collaboratively with County Health Department and AAA contractors to develop and plan special programs/events/services to help address the needs of older adults with particular attention to disease prevention and health promotion of seniors.  ACOA Health Work Group has developed a Pilot Project to alleviate nutritional barriers to healing and to assist in the management of chronic conditions of Older Adults. We will seek support to provide 30 days of meals to select Medicare patients upon physician’s order at discharge. “Meals on Discharge” would provide nutrition to those older adults who live alone and are isolated. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/8- 6/30/19 7/1/19- 6/30/20 PD Continued 6. The AAA Program Manager, Aging and Adult Services Senior Staff Assistants , and the Advisory Council Planning Committee Members will work collaboratively with CBO’s to develop and plan special programs/events/services to help address pressing or emergent needs identified by AAA staff or its contracted providers.  Expanding services to those seniors who are homeless and offering supports to seniors living in homeless shelters using specific programs/modules which will accommodate the limitations of a shelter environment. (ie. Bingocize) 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 C Revised 15 7. Aging and Adult Services Senior Staff Assistants and AAA Program Manager will organize and hold an annual “Partners in Planning” event that brings together volunteers, community based organizations, and organizations in the county’s aging network to meet each other, exchange ideas, learn from each other’s successes and challenges, foster partnerships, and develop strategies to develop, expand, and enhance services for the elderly in CCC. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 C Continued 8. AAA Staff and AAA direct services will partner with AAA Advisory Council and its committees as appropriate, contractors and CBOs to address service delivery issues County wide. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 C Continued 9. Senior Staff Assistant/ I&A Supervisor will plan quarterly “Professional Exchange Roundtable” meetings. The purpose of the meetings is to bring County personnel together to meet and exchange ideas, and to learn about community resources to better serve clients. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 C Continued 10. The AAA Program Manager, Aging and Adult Services Senior Staff Assistant, and Advisory Council on Aging members will participate in a countywide collaborative planning process to develop a Contra Costa Senior Policy Platform. Seniors, caregivers, service providers, and other stakeholders will be engaged in the planning process. Through collaboration and partnership, the goal is to develop and endorse a strategic plan that outlines strategies and steps to improve service access, service quality, and the overall quality of life for seniors in Contra Costa County. 7/1/16- 6/30/17 C Completed 16 GOAL # 2 AAA will provide services to older individuals with the greatest economic and social needs, including low income diverse population groups through continued service expansion, development, and collaboration with community groups, service providers, and elected officials, in order to provide health, social, nutrition and legal services for older individuals who may be at risk of abuse or neglect. RATIONALE Mandated by the Older Americans Act and this AAA is committed to providing services to the population groups specified above. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. The Aging & Adult Services Director, AAA Program Manager, Aging and Adult Services Senior Staff Assistants, and Planning Committee to the Advisory Council will actively work through membership on the Mental Health Department’s Consolidated Planning Advisory W orkgroup and CPAW’s Aging and Older Adult Committee, to plan outreach strategies to reach underserved seniors, particularly with respect to: isolation; low -income; mental illness; language barriers; and LGBT. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 C Continued 17 2. Aging and Adult Services Senior Staff Assistants, Program Manager, Aging & Adult Services Director, and Advisory Council on Aging (ACOA) members will focus on education and promotion of “age friendly” initiatives to ensure that access to housing, transportation and civic life are planned in local municipalities policy decisions to address the needs of seniors.  ACOA city representatives and members at large will educate and promote “age friendly” platforms to their respective city council ensuring that the needs of Older Adults are considered in all aspects of city planning, including intergenerational programs. ACOA members will be encouraged to participate in Older Adult month proclamations and education campaigns.  AAS Director and AAA Program Manager w ill seek out WHO “Age Friendly-all generations” designation status for Contra Costa County.  AAS Director and AAA Program Manager will collaborate with other County departments and bureaus to ensure that Older Adults are represented in all policy and program considerations. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 C Continued 3. AAA Program Manager, Senior Staff Assistants and the Advisory Council will work with various legal services providers and other interested stakeholders to coordinate elder abuse prevention activities for seniors vulnerable to or at risk of exploitation.  An Elder Abuse Prevention Workgroup of the Advisory Council was established to increase awareness of prevention of elder abuse, neglect & exploitation. Trainings and dissemination of elder abuse prevention materials and other related presentations to the public. Seven trainings per year will be scheduled.  AAA/APS staff members in coordination with Ombudsman will assist with hosting seminars, fairs, or other educational events related to elder abuse and Elder Abuse Month. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1-18- 6/30/19 7/1/19- 6/30/20 C Continued 18 4. AAA Senior Staff Assistant will partner with Todos Unidos , local hospitals, and community organizations to coordinate an annual “Senior Appreciation Day – Health and Resource Fair” in recognition of Older Americans Month in May. At the event seniors will receive free health screenings for diabetes, high blood pressure, osteoporosis, dental problems, and other health issues. The event will also feature exercise demonstrations, nutrition information, and information about community resources presented in both Spanish and English. 7/1/16- 6/30/17 C Completed 5. AAA Senior Staff Assistant will work with the Food Bank of Contra Costa and Solano County to coordinate the distribution of free USDA Farmers Market Coupons to qualified low-income seniors. The coupons will be available to seniors at 16 food distribution sites throughout Contra Costa County. 7/1/16- 6/30/7 7/1/17- 6/30/18 7/1/18- 6/30/19 7/119- 6/30/20 C Continued 6. The AAA Senior Staff Assistant will continue to serve on the Fall Prevention Program Steering Committee and the Fall Prevention Coalition to help develop, coordinate, and sustain programs and activities that prevent falls such as fall risk assessments, fall prevention education, physical activity and exercise, home safety modifications, and medication management. 7/1/16- 6/30/17 7/1/17- 6/30/18 C Completed 7. The AAA Program Manager and Senior Staff Assistants will partner with appropriate local CBOs to plan and coordinate a forum that will provide educational resource information to seniors and their families, as well as promote visibility for older adult mental health issues in the community.  CA MH older Adult System of Care Project - UCLA Center for Health Policy Research - planning stages 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 C Continued 8. Through the Advisory Council on Aging (ACOA) Housing Workgroup, the AAA Senior Staff Assistant is working in concert with ACOA members, housing service providers, County Housing Authority, affordable housing developers, homeless programs, and other stakeholders to identify and develop advocacy strategies and solutions to help seniors struggling to find affordable housing. [The Workgroup will be assessing plans to develop a shared housing program in Contra Costa County. (completed)] 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 PD Continued 19 9. AAA Program Manager and Senior Staff Assistants will be creating an integrated call center with Adult Protective Services (APS) and In-Home Supportive Services (IHSS) programs to coordinate and streamline services to better prevent and protect seniors from abuse, and ensure that low-income and disabled seniors have reliable care to live safely and independently in their homes. 7/1/16- 6/30/17 7/1/17- 6/30/18 C Completed 10. Ombudsman Services will provide a Long Term Care Ombudsman Program for adults, utilizing Title IIIB and VIIA funding of the Older Americans Act. Services will include the following:  Conduct activities relating to receiving, analyzing, researching, observing, interviewing or verifying complaints and activities related to intervention in complaints on behalf of a client with a target resolution rate of 91%.  Provide mediation and conciliation services in the resolution of inquiries and complaints from older long term care residents and patients. Target of 1,494 Consultations provided to individuals.  Investigate reports of physical abuse of all dependent adult and elder residents of long term facilities in accordance with the mandates established.  Conduct activities related to the education of groups of older adults, their families, community organizations, and facility staff about senior’s rights, benefits, and entitlements. Target of 376 consultations to facilities.  Recruit, train, and certify Ombudsman volunteers. Assign volunteers and staff to the 31 nursing homes and staff caseworkers to intermediate care facilities for the developmentally disabled adults in Contra Costa County. Target of maintaining at least 45 trained and certified volunteers.  Establish family councils to include family members of older patients in skilled nursing facilities to advocate for and respond to the needs of the patients within the facilities. Target of having 22 resident council meetings.  Plan an emergency evacuation education forum for skilled nursing facility leadership to ensure safety and swift evacuation procedures. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 Continued 20 11. In order to expand and make information and referral services more accessible to the community, the AAA Senior Staff Assistant will work collaboratively with senior and community centers to recruit and train volunteers to provide information and referral services in the community. 7/1/16- 6/30/17 7/1/17- 6/30/18 Completed 12. In order to provide better customer service, the AAA Senior Staff Assistant will recruit and train volunteers to support the work of Social Workers in the Information & Assistance (I&A) program. I&A volunteers will help do follow -ups on routine calls to see if clients’ needs are addressed or i f further assistance is required. This will help to free up time for the Social Workers to assist vulnerable seniors, adults with disabilities, and caregivers with complex needs. 7/1/16- 6/30/17 PD Completed GOAL # 3 AAA will provide public information to agencies and community persons aged 60+ and their families regarding resource availability, educational opportunities, demographics, health care insurance counseling, and funding opportunities. RATIONALE Various survey responses, Advisory Council, Board of Supervisors, Coalitions, stakeholders and other groups have identified the need for the AAA to communicate with and provide information to the general public at all levels. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. AAA Program Manager and Aging and Adult Services Senior Staff Assistants will work with senior coalitions, community based organizations, the County’s aging network, offices of County Supervisors, and other groups to identify and address senior needs by providing technical assistance including, assistance with needs assessments, focus groups, quality assurance surveys, program development, and fundraising. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 C Continued 2.. An Aging and Adult Senior Staff Assistant w ill make the results of the Senior Survey available to interested community organizations and members of the public. The purpose of the survey is to ascertain the needs of our senior population, directly, by surveying them county wide and to use the results as a tool in the planning for th e PSA’s Area Plan as well as possible program development given budget limitations 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 C Continued 21 GOAL # 4: AAA will actively promote the health and well -being of the older population of Contra Costa County through various community outreach and evidence -based activities. RATIONALE As specified by the Older Americans Act, including Title III D. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. AAA Program Manager/ Senior Staff Assistant will work with Dept. of Public Health and CBO’s to expand services in Far East Contra Costa to provide additional social supports to at-risk seniors through meal delivery and other services. Wraparound services will be identified for those seniors who are homebound and isolated from services. 7/1/18- 6/30/19 PD Completed 2. The Fall Prevention Program (FPP) will offer an in- home “Otago Exercise Program ”. It is recognized by the Centers for Disease Control and Prevention as an evidence-based program. Nursing students will provide in-home exercises to homebound seniors. Pre and post evaluations will be conducted to determine if the exercise program helped reduce fall risks. The Otago program is a recognized evidence-based program listed on the NCOA Title IIID Highest Tier Evidence-Based Health Promotion/Disease Prevention Program. An Otago-trained Physical Therapist will conduct the evaluations for this approved evidence-based Title IIID program. Additionally, the PT will train and supervise university nursing students to conduct the exercise program in seniors’ homes to achieve 1,800 hours of service. 7/1/16- 6/30/20 7/1/17- 6/30/18 PD Completed 3. Utilizing SNAP-Ed funds, a Senior Nutrition Assistance Program has been implemented that will serve seniors at the lowest income congregate meal sites in Contra Costa County.Tai Chi for Better Balance classes will be complemented by nutrition education sessions that will Demonstrate how to cook nutritious foods. The SNAP -Ed program is operated in conjunction with collaborative partners 7/1/16- 6/30/20 7/1/17- 6/30/18 Completed 22 from the Health Department’s Prevention and Wellness Program. GOAL # 5 The AAA is committed to planning for and implementing community services for the Baby Boomer population; recognizing and addressing their unique needs related to housing, transportation, financial security, health and well-being, employment and community involvement. While there is no current funding for this effort, the AAA will seek to accomplish this through advocacy, and creative collaboration with current and new community partners. RATIONALE To address the needs of the influx of Baby Boomers expected to retire in the near future. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. AAA Program Manager, Senior Staff Assistants , and members of the Advisory Council on Aging will provide outreach and education to encourage participation of older adults in policy making positions on local boards, city councils and planning commissions. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 C Continued 2. Senior Community Service Employment Program (SCSEP) provides subsidized, service-based training for low-income persons 55 or older who are unemployed. The program is supported by a grant from National Asian Pacific Council on Aging (NAPCA), with funding originating from the Department of Labor. SCSEP is partnering with America’s Job Centers of California (AJCC) to ensure that Baby Boomers and their cohorts have access to employment and training resources to help them secure gainful employment. 7/1/16- 6/30/20 7/1/17- 6/30/18 Completed 3. AAA Program Manager and Sr. Staff Assistant will support Volunteer recruitment activities among 55+ retirees that fit with their talent, interest and skills to serve the community and improve lives in the elder population in Contra Costa County.  To seek grant funding to establish Senior Volunteer Center for Contra Costa County. 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 C Continued 23 GOAL # 6 The AAA will work to prevent isolation, poverty, homelessness, and premature institutionalization of Lesbian, Gay, Bisexual, and Transgender (LGBT) seniors . This is due to recent studies showing LGBT seniors to be at a higher risk as a result of life-long experiences causing marginalization. RATIONALE Mandated by the California Department of Aging. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. AAA Program Manager and Aging and Adult Services Senior Staff Assistants will collaborate with local agencies which serve seniors in order to maintain the most current demographic information on LGBT Seniors, particularly regarding those of low -income and minority status in order to adequately plan for services.  All local agencies serving Older Adults will be trained via Webinar hosted by SageCare on the topics of: Supporting LGBT Older Adults; Asking Inclusive Intake Questions.  AAA Staff to provide support to local agencies to assist with integration of new intake procedures which reflect diversity in sexual orientation and gender identity. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 C Completed 2. AAA Program Manager and Aging and Adult Services Senior Staff Assistants will collaborate with local agencies which serve LGBT seniors in order to maintain the most current resource information on culturally competent services for LGBT Seniors in order for the Aging Network to provide appropriate referrals and identify resourc e needs. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 7/1/19- 6/30/20 C Continued 24 GOAL # 7 The AAA will work in partnership with transportation service providers, local agencies and grass root groups to combat isolation, to increase access and transportation options for older adults, and promote a collaborative effort to advocate for more countywide transportation resources. RATIONALE Mandated by the California Department of Aging. OBJECTIVES Projected Start & End Dates Title III B Funded PD or C Status 1. ACOA Senior Mobility Action Council (SMAC), AAA Program Manager and Aging and Adult Services Senior Staff Assistants will collaborate with local agencies which serve seniors as well as transit providers to plan and coordinate educational forums throughout the county on both public safety issues for older drivers as well as options for transportation.  Emergency Preparedness Event to be scheduled to highlight emergency evacuation and the distribution of Emergency Preparedness Kits. 7/1/16- 6/30/17 7/1/17- 6/30/18 7/1/18- 6/30/19 C Completed 2. AAA Program Manager and Area Agency on Aging Senior Staff Assistants will promote public information on safety issues for older drivers as well as options for transportation.  Published “Way to Go Contra Costa” Transportation Resource Guide in Spanish, Chinese and English  ACOA Presentation on Safe Driving for older drivers community forum 7/1/16- 6/30/20 7/1/17- 6/30/18 C Completed 3. The AAA Program Manager and Aging and Adult Services Senior Staff Assistants will work with community based organizations, interested citizens, and the Advisory Council on Aging’s Transportation and Housing Workgroups to facilitate new strategies and recommendations for land use planning/transit villages to meet the needs of seniors.  Housing Work Group will be working with the Concord Naval Station Reuse plan and advocate for affordable senior housing within the transit village model they are trying to ac hieve. 7/1/16- 6/30/20 7/1/17- 6/30/18 7/1/18- 6/30/19 C Completed 25 SECTION 10 - SERVICE UNIT PLAN (SUP) OBJECTIVES PSA 7 TITLE III/VIIA SERVICE UNIT PLAN OBJECTIVES CCR Article 3, Section 7300(d) The Service Unit Plan (SUP) uses the National Aging Program Information System (NAPIS) Categories and units of service. They are defined in the NAPIS State Program Report (SPR) For services not defined in NAPIS, refer to the Service Categories and Data Dictionary and the National Ombudsman Reporting System (NORS) Instructions. Report the units of service to be provided with ALL funding sources. Related funding is reported in the annual Area Plan Budget (CDA 122) for Titles IIIB, IIIC -1, IIIC -2, IIID, and VIIA. 1. Personal Care (In -Home) Service Not Provided 2. Homemaker (In-Home) Service Not Provided 3. Chore (In-Home) Service Not Provided 4. Home-Delivered Meal Unit of Service = 1 meal Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 365,000 2 2017-2018 410,000 2 2018-2019 415,000 2 2019-2020 420,000 2 5. Adult Day/ Health Care (In -Home) Unit of Service = 1 hour Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 7.208 4 2017-2018 6,700 4 2018-2019 6,200 4 2019-2020 5,800 4 6. Case Management (Access) Service not Provided 27 7. Assisted Transportation (Access) Unit of Service = 1 one -way trip Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 1,100 7 2017-2018 1,100 7 2018-2019 2,000 7 2019-2020 5,000 7 28 8. Congregate Meals Unit of Service = 1 meal Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 165,000 2 2017-2018 155,000 2 2018-2019 157,000 2 2019-2020 150,000 2 9. Nutrition Counseling Service Not Provided 10. Transportation (Access) Unit of Service = 1 one -way trip Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 36,500 2, 5 2017-2018 36,500 2, 5 2018-2019 35,000 2,5 2019-2020 35,000 2,5 11. Legal Assistance Unit of Service = 1 hour Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 5,671 2 2017-2018 5,200 2 2018-2019 5,700 2 2019-2020 6,000 2 29 12. Nutrition Education Unit of Service = 1 session per participant Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 5,000 2 2017-2018 5,500 2 2018-2019 5,000 2 2019-2020 6,000 2 13. Information and Assistance (Access) Unit of Service = 1 contact Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 12,000 1, 2, 4 2017-2018 9,000 1,2, 4 2018-2019 9,000 1,2,4 2019-2020 13,000 1,2,4 14. Outreach (Access) Unit of Service = 1 contact Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 9 4 2017-2018 9 4 2018-2019 9 4 2019-2020 9 4 30 15. NAPIS Service Category – “Other” Title III Services Other Supportive Service Category 15. Community Education Unit of Service = 1 activity Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers 2016-2017 9 4 2017-2018 9 4 2018-2019 9 4, 7 2019-2020 3 4,7 14. Visiting Unit of Service = 1 hour Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 26,500 1 2017-2018 26,500 1 2018-2019 35,000 1 2019-2020 40,000 1 Telephone Reassurance Unit of Service: Contact Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers 2018-2019 2,000 4 4.1 2019-2020 4,000 4 4.1 Disaster Preparedness Materials Unit of Service: Product Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers 2016-2017 2017-2018 2018-2019 200 7 1 2019-2020 0 31 18. Registry No longer funding this service – Visiting identified as a priority area of service , funds have transferred to that service. Unit of Service = 1 hour Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (if applicable) 2016-2017 11,700 1 2017-2018 11,700 1 16. Title IIID/ Disease Prevention and Health Promotion Instructions for Title IIID Disease Prevention and Health Promotion: Enter the name of the proposed program to be implemented, proposed units of service and the Program Goal and Objective number(s) that provide a narrative description of the program, and explain how the service activity meets the criteria for evidence -based programs described in PM 15-10. Unit of Service = 1 contact Service Activities: Provides evidence based, in -home “Otago Exercise Program” to home bound seniors.  Title IIID/ Disease Prevention and Health Promotion: Enter required program goal and objective numbers in the Title III D Service Plan Objective Table below: Fiscal Year Proposed Units of Service Goal Numbers Objective Numbers (Required) 2016-2017 60 4 2017-2018 1,800 4 2018-2019 1,800 4 OBJ. 2; goal #4 2019-2020 1,000 4 OBJ. 2; goal #4 The Fall Prevention Program (FPP) will offer an in-home “Otago Exercise Program”. It is recognized by the Centers for Disease Control and Prevention as an evidence-based program. Nursing students will provide in-home exercises to homebound seniors. Pre and post evaluations will be conducted to determine if the exercise program helped reduce fall risks. The Otago program is a recognized evidence-based program listed on the NCOA Title IIID Highest Tier Evidence-Based Health Promotion/Disease Prevention Program. An Otago-trained Physical Therapist will conduct the evaluations for this approved evidenc e-based Title IIID program. Additionally, the PT will train and supervise university nursing students to conduct the exercise program in seniors’ homes 32 PSA 7 TITLE IIIB and Title VIIA: LONG-TERM CARE (LTC) OMBUDSMAN PROGRAM OUTCOMES 2016–2020 Four-Year Planning Cycle As mandated by the Older Americans Act, the mission of the LTC Ombudsman Program is to seek resolution of problems and advocate for the rights of residents of LTC facilities with the goal of enhancing the quality of life and care of residents. Each year during the four-year cycle, analysts from the Office of the State Long -Term Care Ombudsman (OSLTCO) will forward baseline numbers to the AAA from the prior fiscal year National Ombudsman Reporting System (NORS) data as entered into the Statewide Ombudsman Program database by the local LTC Ombudsman Program and reported by the OSTLCO in the State Annual Report to the Administration on Aging (AoA). The AAA will establish targets each year in consultation with the local LTC Ombudsman Program Coordinator. Use the yearly baseline data as the benchmark for determining yearly targets. Refer to your local LTC Ombudsman Program’s last three years of AoA data for historical trends. Targets should be reasonable and attainable bas ed on current program resources. Complete all Measures and Targets for Outcomes 1 -3. Outcome 1. The problems and concerns of long -term care residents are solved through complaint resolution and other services of the Ombudsman Progra m. [OAA Section 712(a)(3),(5)] Measures and Targets: A. Complaint Resolution Rate (AoA Report, Part I.E, Actions on Complaints) The average California complaint resolution rate for FY 2013 -2014 was 73%. 1. FY 2014-2015 Baseline Resolution Rate: Number of complaints resolved 333 + Number of partially resolved complaints 219 divided by the Total Number of Complaints Received 720 = Baseline Resolution Rate 77% FY 2016-17 Target Resolution Rate 80% 2. FY 2015-2016 Baseline Resolution Rate: Number of complaints resolved 778 + Number of partially resolved complaints 309 divided by the Total Number of Complaints Received 1,177 = Baseline Resolution Rate 92% FY 2017-18 Target Resolution Rate 92% 3. FY 2016-2017 Baseline Resolution Rate: Number of complaints resolved 1,271 + Number of partially resolved complaints 710 divided by the Total Number of Complaints Received 2.184 = Baseline Resolution Rate 91% FY 2018-19 Target Resolution Rate 92% 4. FY 2017-2018 Baseline Resolution Rate : Number of complaints resolved 1,786 + Number of partially resolved complaints 563 divided by the Total Number of Complaints Received 2,594 = Baseline Resolution Rate 91% FY 2019-20 Target Resolution Rate __93% Program Goals and Objective Numbers: 2 B. Work with Resident Councils (AoA Report, Part III.D.8) 1. FY 2014-2015 Baseline: number of Resident Council meetings attended 17 FY 2016-2017 Target: 40 2. FY 2015-2016 Baseline: number of Resident Council meetings attended 46 FY 2017-2018 Target: 46 3. FY 2016-2017 Baseline: number of Resident Council meetings attended 80 FY 2018-2019 Target: 80 4. FY 2017-2018 Baseline: number of Resident Council meetings attended 62 FY 2019-2020 Target: 65 Program Goals and Objective Numbers: 2 C. Work with Family Councils (AoA Report, Part III.D.9) 1. FY 2014-2015 Baseline number of Family Council meetings attended 0 FY 2016-2017 Target: 5 2. FY 2015-2016 Baseline number of Family Council meetings attended 6 FY 2017-2018 Target: 6 3. FY 2016-2017 Baseline number of Family Council meetings attended 20 FY 2018-2019 Target: 20 4. FY 2017-2018 Baseline number of Family Council meetings attended 8 FY 2019-2020 Target: 8 Program Goals and Objective Numbers: 2 D. Consultation to Facilities (AoA Report, Part III.D.4) Count of instances of ombudsman representatives’ interactions with facility staff for the purpose of providing general information and assistance unrelated to a complaint. Consultation may be accomplished by telephone, letter, email, fax, or in person. 1. FY 2014-2015 Baseline: number of consultations 357 FY 2016-2017 Target: 300 2. FY 2015-2016 Baseline: number of consultations 347 FY 2017-2018 Target: 340 3. FY 2016-2017 Baseline: number of consultations 995 FY 2018-2019 Target: 995 4. FY 2017-2018 Baseline: number of consultations 1,110 FY 2019-2020 Target: 1,100 Program Goals and Objective Numbers: 2 E. Information and Consultation to Individuals (AoA Report, Part III.D.5) Count of instances of ombudsman representatives’ interactions with residents, family members, friends, and others in the community for the purpose of providing general information and assistance 34 unrelated to a complaint. Consultation may be accomplished by: telephone, letter, email, fax, or in person. 1. FY 2014-2015 Baseline: number of consultations 833 FY 2016-2017 Target: 1,000 2. FY 2015-2016 Baseline: number of consultations 715 FY 2017-2018 Target: 700 3. FY 2016-2017 Baseline: number of consultations 1,494 FY 2018-2019 Target: 1,500 4. FY 2017-2018 Baseline: number of consultations 2,238 FY 2019-2020 Target: 2,000 Program Goals and Objective Numbers: 2 F. Community Education (AoA Report, Part III.D.10) LTC Ombudsman Program participation in public events planned to provide information or instruction to community members about the LTC Ombudsman Program or LTC issues. The number of sessions refers to the number of events, not the number of participants. 1. FY 2014-2015 Baseline: number of sessions 13 FY 2016-2017 Target: 20 2. FY 2015-2016 Baseline: number of sessions 22 FY 2017-2018 Target: 20 3. FY 2016-2017 Baseline: number of sessions 18 FY 2018-2019 Target: 18 1. FY 2017-2018 Baseline: number of sessions 19 FY 2019-2020 Target: 19 Program Goals and Objective Numbers: 2 G. Systems Advocacy In the box below, in narrative format, provide at least one new priority systemic advocacy effort the local LTC Ombudsman Program will engage in during the fiscal year. If the systemic advocacy effort is a multi -year initiative, provide a systemic advocacy objective that explains progress made in the initiative during the prior fiscal year and identifies specific steps to be taken during the upcoming fiscal year. A new effort o r a statement of progress made and goals for the upcoming year must be entered each year of the four-year cycle. Systems Advocacy can include efforts to improve conditions in one LTC facility or can be county-wide, State-wide, or even national in scope. (Examples: Work with LTC facilities to promote person-centered care and reduce the use of anti -psychotics, work with law enforcement entities to improve response and investigation of abuse complaints, collaboration with other agencies to improve LTC reside nts’ quality of care and quality of life, participation in disaster preparedness planning, participation in legislative advocacy efforts related to LTC issues, etc. 35 Enter information in the box below. Systemic Advocacy Effort(s) for the current fiscal yea r2019-2020. Ombudsman Services will continue it's leadership of the Healthcare Career Pathway(HCP) Program developing innovative and supportive pipelines into the allied healthcare field with a particular emphasis career opportunities in the long-term care industry serving marginalized an low-income individuals. Outcome 2. Residents have regular access to an Ombudsman. [(OAA Section 712(a)(3)(D), (5)(B)(ii)] Measures and Targets : A. Facility Coverage (other than in response to a complaint), (AoA Report, Part III.D.6) Percentage of nursing facilities within the PSA that were visited by an ombudsman representative at least once each quarter not in response to a complaint. The percentage is determined by dividing the number of nursing facilities in the PSA that were visited at least once each quarter not in response to a complaint by the total number of nursing facilities in the PSA. NOTE: Thi s is not a count of visits but a count of facilities. In determining the number of facilities visited for this measure, no nursing facility can be counted more than once. 1. FY 2014-2015 Baseline: Number of Nursing Facilities visited at least once a quart er not in response to a complaint 28 divided by the total number of Nursing Facilities 32 = Baseline 88% FY 2016-2017 Target: 100% 2. FY 2015-2016 Baseline: Number of Nursing Facilities visited at least once a quarter not in response to a complaint 31 divided by the total number of Nursing Facilities 32 = Baseline 97% F7Y 2017-2018 Target: 97% 3. FY 2016-2017 Baseline: Number of Nursing Facilities visited at least once a quarter not in response to a complaint 30 divided by the total number of Nursi ng Facilities 31 = Baseline 97% FY 2018-2019 Target: 97% 4. FY 2017-2018 Baseline: Number of Nursing Facilities visited at least once a quarter not in response to a complaint 30 divided by the total number of Nursing Facilities 31 = Baseline 97% FY 2019-2020 Target: 97% Program Goals and Objective Numbers: 2 B. Facility Coverage (other than in response to a complaint) (AoA Report, Part III.D.6) Percentage of RCFEs within the PSA that were visited by an ombudsman representative at least once each quarter during the fiscal year not in response to a complaint. The percentage 36 is determined by dividing the number of RCFEs in the PSA that were visited at least once each quarter not in response to a complaint by the total number of RCFEs in the PSA. NOTE: This is not a count of visits but a count of facilities. In determining the number of facilities visited for this measure, no RCFE can be counted more than once. 1. FY 2014-2015 Baseline: Number of RCFEs visited at least once a quarter not in response to a complaint 51 divided by the total number of RCFEs 415= Baseline12 % FY 2016-2017 Target: 90% 2. FY 2015-2016 Baseline: Number of RCFEs visited at least once a quarter not in response to a complaint 160 divided by the total number of RCFEs 401 = Baseline 40 % FY 2017-2018 Target: 40 % 3. FY 2016-2017 Baseline: Number of RCFEs visited at least once a quarter not in response to a complaint 196 divided by the total number of RCFEs 398 = Baseline 49% FY 2018-2019 Target: 49% 4. FY 2017-2018 Baseline: Number of RCFEs visited at least once a quarter not in response to a complaint 303 divided by the total number of RCFEs 381 = Baseline 80% FY 2019-2020 Target: 80 % Program Goals and Objective Numbers: 2 C. Number of Full-Time Equivalent (FTE) Staff (AoA Report Part III. B.2. - Staff and Volunteers) This number may only include staff time legitimately charged to the LTC Ombudsman Program. Time spent working for or in other programs may not be included in this number. For example, in a local LTC Ombudsman Program that considers full-time employment to be 40 hour per week, the FTE for a staff member who works in the Ombudsman Program 20 hours a week should be 0.5, even if the staff member works an additional 20 hours in another program. 1. FY 2014-2015 Baseline: 4.75 FTEs FY 2016-2017 Target: 5 FTEs 2. FY 2015-2016 Baseline: 3.63 FTEs FY 2017-2018 Target: 4 FTEs 3. FY 2016-2017 Baseline: 6.38 FTEs FY 2018-2019 Target: 6 FTEs 4. FY 2017-2018 Baseline: 5.13 FTEs FY 2019-2020 Target: 5 FTEs Program Goals and Objective Numbers: 2 37 D. Number of Certified LTC Ombudsman Volunteers (AoA Report Part III. B.2. – Staff and Volunteers) 1. FY 2014-2015 Baseline: Number of certified LTC Ombudsman volunteers 34 FY 2016-2017 Projected Number of certified LTC Ombudsman volunteers 40 2. FY 2015-2016 Baseline: Number of certified LTC Ombudsman volunteers 34 FY 2017-2018 Projected Number of certified LTC Ombudsman volunteers 35 3. FY 2016-2017 Baseline: Number of certified LTC Ombudsman volunteers 34 FY 2018-2019 Projected Number of certified LTC Ombudsman volunteers 34 4. FY 2017-2018 Baseline: Number of certified LTC Ombudsman volunteers 25 FY 2019-2020 Projected Number of certified LTC Ombudsman volunteers 25 Program Goals and Objective Numbers: 2 Outcome 3. Ombudsman representatives accurately and consistently report data about their complaints and other program activities in a timely manner. [OAA Section 712(c)] Measures and Targets : In the box below, in narrative format, describe one or more specific efforts your program will undertake in the upcoming year to increase the accuracy, consistency, and timeliness of your National Ombudsman Reporting System (NORS) data reporting. Some examples could include:  Having Ombudsman Program staff and volunteers regularly attend NORS Consistency Training provided by the OSLTCO  Hiring additional staff to enter data  Updating computer equipment to make data entry easier  Initiating a case review process to ensure case entry is completed in a timely manner OSCC will continue the work it began in FY 18 -19 leveraging new tools to track complaint investigations from entry to closure and ensuring prompt response to new cases and that documentation is added continually and closed at reasonable intervals. 38 PSA 7 TITLE VIIA ELDER ABUSE PREVENTION SERVICE UNIT PLAN OBJECTIVES TITLE VIIA ELDER ABUSE PREVENTION SERVICE UNIT PLAN OBJECTIVES The agency receiving Title VIIA Elder Abuse Prevention funding is: Contra Costa County Senior Legal Services Fiscal Year Total # of Public Education Sessions Fiscal Year Total # of Training Sessions for Professionals 2016-2017 10 2016-2017 10 2017-2018 8 2017-2018 2 2018-2019 8 2018-2019 3 2019-2020 9 2019-2020 5 Fiscal Year Total # of Training Sessions for Caregivers served by Title IIIE Fiscal Year Total # of Hours Spent Developing a Coordinated System 2016-2017 N/A 2016-2017 N/A 2017-2018 N/A 2017-2018 N/A 2018-2019 N/A 2018-2019 N/A 2019-2020 N/A 2019-2020 N/A Fiscal Year Total # of Copies of Educational Materials to be Distributed Description of Educational Materials 2016-2017 1,400 Identity theft and account fraud; Elder Court/Senior Self- Help Clinic; What Should I Know About Elder Abuse; Consumer Fraud 2017-2018 500 Identity theft and account fraud; Elder Court/Senior Self- Help Clinic; What Should I Know About Elder Abuse; Consumer Fraud Fiscal Year Total # of Copies of Description of Educational Materials 39 Educational Materials to be Distributed 2019-2020 500 Identity theft and account fraud; Elder Court/Senior Self- Help Clinic; What Should I Know About Elder Abuse; Consumer Fraud Fiscal Year Total Number of Individuals Served 2016-2017 900 2017-2018 900 2018-2019 1,000 2019-2020 950 40 PSA 7 TITLE IIIE SERVICE UNIT PLAN OBJECTIVES CCR Article 3, Section 7300(d) 2012–2016 Four-Year Planning Period This Service Unit Plan (SUP) uses the five broad federally-mandated service categories defined in PM 11-11. Refer to the CDA Service Categories and Data Dictionary Revisions Effective July 1, 2011 for eligible activities and service unit measures. Specify proposed audience size or units of service for ALL budgeted funds. Direct and/or Contracted IIIE Services CATEGORIES 1 2 3 Family Caregiver Services Caring for Elderly Proposed Units of Service Required Goal #(s) Optional Objective #(s) Information Services # of activities and Total est. audience for above 2016-2017 # of activities: 22 Total est. audience for above: 624 1 2017-2018 # of activities: 65 Total est. audience for above: 5,000 1 2018-2019 # of activities: 65 Total est. audience for above: 5,500 1 2019-2020 # of activities: 75 Total est. audience for above: 6,500 1 Access Assistance Total contacts 2016-2017 1,529 1,2 2017-2018 2.000 1,2 2018-2019 2,000 1,2 2019-2020 2,100 1,2 42 Access Assistance Total contacts Support Services Total hours 2016-2017 2173 1,2 2017-2018 2,200 1,2 2018-2019 2,200 1,2 2019-2020 1,500 1,2 Respite Care Total hours 2016-2017 3,238 1,2 2017-2018 3,400 1,2 2018-2019 3,500 1,2 2019-2020 3,500 1,2 Supplemental Services Total occurrences 2016-2017 610 1,2 2017-2018 150 1,2 2018-2019 150 1,2 2019-2020 150 1,2 Direct and/or Contracted IIIE Services Grandparent Services Caring for Children Proposed Units of Service Required Goal #(s) Optional Objective #(s) Information Services # of activities and Total est. audience for above 2016-2017 # of activities: 30 Total est. audience for above: 140 1 2017-2018 # of activities: 6 Total est. audience for above: 30 1 2018-2019 # of activities: 6 Total est. audience for above: 30 1 2019-2020 # of activities: 6 Total est. audience for above: 30 1 Grandparent Services Caring for Children Proposed Units of Service Required Goal #(s) Optional Objective #(s) Access Assistance Total contacts 2016-2017 105 1 2017-2018 120 1 2018-2019 120 1 2019-2020 105 1 Support Services Total hours 2016-2017 1,300 1 2017-2018 2,000 1 2018-2019 1,500 1 2019-2020 1,000 1 Respite Care Total hours 2016-2017 750 1 2017-2018 3,000 1 2018-2019 5,000 1 2019-2020 3,000 1 Supplemental Services Total occurrences 2016-2017 475 1 2017-2018 120 1 2018-2019 275 1 2019-2020 400 1 44 PSA 7 HEALTH INSURANCE COUNSELING AND ADVOCACY PROGRAM (HICAP) SERVICE UNIT PLAN CCR Article 3, Section 7300(d) MULTIPLE PSA HICAPs: If you are a part of a multiple-PSA HICAP where two or more AAAs enter into an agreement with one “Managing AAA,” to deliver HICAP services on their behalf to eligible persons in their AAA , then each AAA must enter State and federal performance target numbers in each AAA’s respective SUP. Please do this in cooperation with the Managing AAA. The Managing AAA is responsible for providing HICAP services in the covered PSAs in a way that is agreed upon and equitable among the participating parties. HICAP PAID LEGAL SERVICES : Complete Section 3 if your Master Contract contains a provision for using HICAP funds to provide HICAP Legal Services. STATE & FEDERAL PERFORMANCE TARGETS : The Administration for Community Living (ACL) establishes targets for the State Health Insurance Assistance Program (SHIP)/HICAP performance measures (PMs). ACL introduced revisions to the SHIP PMs in late 2016 in conjunction with the original funding announcement (ref HHS -2017-ACL-CIP-SAPG-0184) for implementation with the release of the Notice of Award (Grant No. 90SAPG0052 -01-01 issued July 2017). The new five federal PMs generally reflect the former seven PMs (PM 2.1 through PM 2.7), except for PM 2.7, (Total Counseling Hours), which was removed because it is already being captured under the SHIP Annual Resource Report. As a part of these changes, ACL eliminated the performance-based funding scoring methodology and replaced it with a Likert scale comparison model for setting National Performance Measure Targets that define the proportional penetration rates needed for i mprovements. Using ACL’s approach, CDA HICAP provides State and Federal Performance Measures with goal - oriented targets for each AAA’s Planning and Service Area (PSA). One change to all PMs is the shift to county-level data. In general, the State and Federal Performance Measures include the following: PM 1.1 Clients Counseled ~ Number of finalized Intakes for clients/ beneficiaries that received HICAP services PM 1.2 Public and Media Events (PAM) ~ Number of completed PAM forms categorized as “interactive” events PM 2.1 Client Contacts ~ Percentage of one-on-one interactions with any Medicare beneficiaries PM 2.2 PAM Outreach Contacts ~ Percentage of persons reached through events categorized as “interactive” PM 2.3 Medicare Beneficiaries Under 65 ~ Percentage of one-on-one interactions with Medicare beneficiaries under the age of 65 PM 2.4 Hard-to-Reach Contacts ~ Percentage of one-on-one interactions with “hard-to-reach” Medicare beneficiaries designated as: o PM 2.4a Low-income (LIS) o PM 2.4b Rural o PM 2.4c English Second Language (ESL) PM 2.5 Enrollment Contacts ~ Percentage of contacts with one or more qualifying enrollment topics discussed 45 AAA’s should demonstrate progress toward meeting or improving on the Performance requirements established by CDA and ACL as is displayed annually on the HICAP State and Federal Performance Measures tool located online at:https://www.aging.ca.gov/ProgramsProviders/AAA/Planning/. For current and future planning, CDA requires each AAA ensure that HICAP service units and related federal Annual Resource Report data are documented and verified complete/ finalized in CDA’s Statewide HICAP Automated Reporting Program (SHARP) system per t he existing contractual reporting requirements. HICAP Service Units do not need to be input in the Area Plan (with the exception of HICAP Paid Legal Services, where applicable). HICAP Legal Services Units of Service (if applicable) Fiscal Year (FY) 3.1 Estimated Number of Clients Represented Per FY (Unit of Service) Goal Numbers 2016-2017 20 2,3 2017-2018 20 2,3 2018-2019 6 2,3 2019-2020 6 2,3 Fiscal Year (FY) 3.2 Estimated Number of Legal Representation Hours Per FY (Unit of Service) Goal Numbers 2016-2017 620 2.3 2017-2018 620 2,3 2018-2019 550 2,3 2019-2020 550 2,3 Fiscal Year (FY) 3.3 Estimated Number of Program Consultation Hours Per FY (Unit of Service) Goal Numbers 2016-2017 6 2 2017-2018 6 2 2018-2019 9 2 2019-2020 9 2 SECTION 16 - GOVERNING BOARD PSA #7 GOVERNING BOARD MEMBERSHIP 2016-2020 Four-Year Area Plan Cycle CCR Article 3, Section 7302(a)(11) Total Number of Board Members: 5 Name and Title of Officers: Office Term Expires: John Gioia, District 1, Chair December 2019 Candace Andersen, District II, Vice-Chair December 2019 Term for elected officials of the Contra Costa County Board of Supervisors is 4 years. Elections are held in June; Supervisors are sworn in the first meeting of the new year and terms end at last meeting of the year in December. Names and Titles of All Members: Board Term Expires: Karen Mitchoff, District IV December 2020 Federal Glover, District V December 2020 Diane Burgis, District III December 2020 Term for elected officials of the Contra Costa County Board of Supervisors is 4 years. Elections are held in June; Supervisors are sworn in the first meeting of the new year and terms end at last meeting of the year in December. SECTION 17 - ADVISORY COUNCIL PSA 7 ADVISORY COUNCIL MEMBERSHIP 2016-2020 Four-Year Planning Cycle OAA 2006 306(a)(6)(D) 45 CFR, Section 1321.57 CCR Article 3, Section 7302(a)(12) Total Council Membership (include vacancies) 40 Number of Council Members over age 60 35 /97% % of PSA's % on 60+Population Advisory Council Race/Ethnic Composition White 45% 71% Hispanic 25.3% 16% Black 9.6% 3% Asian/Pacific Islander 11.8% 10% Native American/Alaskan Native 1% 0% Other 7% 0% Name and Title of Officers: Office Term Expires: Susan Frederick, President/Chair Health Work Group Chair December 19, 2021 James Donnelly, Vice President December 19, 2021 Gail Garret, 2nd Vice President December 19, 2021 Jajit Bambra , Treasurer December 19, 2021 Fred Adams, Secretary December 19, 2021 48 Name and Title of other members: Office Term Expires: Fred Adams, At Large #1 September 30, 2019 Mary Bruns, At Large #15 September 30, 2019 Kathryn Adams, At Large #17 September 30, 2020 Deborah Card, At Large #5 September 30, 2019 Nina Clark, Representing City of Orinda September 30, 2020 Joseph Doherty, Representing City of Walnut Creek September 30, 2019 James Donnelly, Representing City of Danville / Alamo September 30, 2019 Jennifer Doran, Representing City of Hercules September 30, 2020 Mary Rose, At Large #13 September 30, 2020 Rudy Fernandez, Representing City of Antioch September 30, 2020 Susan Frederick, At Large #20 September 30, 2019 Dorothy Gantt, Representing City of San Pablo September 30, 2020 Gail Garrett, Nutrition Project Council September 30, 2020 Jagjit Bhambra September 30, 2020 Arthur Kee, Representing City of Brentwood September 30, 2019 Joanna Kim -Selby, Representing City of El Cerrito September 30, 2020 Shirley Krohn, At Large #2 September 30, 2020 Dennis Yee September 30, 2020 Richard Nahm, At Large #18 September 30, 2020 Nuru Neemuchwalla, At Large #12 September 30, 2020 Jill Kleiner September 30, 2020 Summer Selleck, At Large #7 September 30, 2019 Steve Lipson, Representing City of San Pablo September 30, 2020 Ron Tervelt, Representing City of Clayton September 30, 2019 Lorna Van Ackeren, Representing City of Pleasant Hill September 30, 2019 Patricia Welty, At Large #4 September 30, 2020 Brian O-Toole September 30, 2020 Rita Xavier, At Large #9 September 30, 2019 Indicate which member(s) represent each of the “Other Representation” categories listed below. Yes No Low Income Representative Disabled Representative Supportive Services Provider Representative Health Care Provider Representative Family Caregiver Representative Local Elected Officials Individuals with Leadership Experience in Private and Voluntary Sectors 49 Explain any "No" answer(s): Briefly describe the local governing board’s process to appoint Advisory Council members: Each new vacancy occurring on the Council is declared by Board Order. The Clerk of the Board’s Office is then instructed to advertise each vacancy for a period of 20 days prior to the filling of each seat to encourage and permit interested members of the public to apply. Vacancies are identified on the County’s website. Member at Large applicants are interviewed by the Council’s Membership Committee; Local Committee Seats are selected by the cities (usually the City Councils). All new appointments to the Council are made by Board Order. New members are given an orientation and a dvised of their duty to file FORM 700 and to complete ethics training for public officials as required by the Fair Political Practices Commission. Members are also provided video training on the Brown Act and the County’s own Better Governance Ordinance. Expired terms are renewed by mutual agreement. 50 SECTION 18 - LEGAL ASSISTANCE PSA 7 2016-2020 Four-Year Area Planning Cycle This section must be completed and submitted annually. The Older Americans Act of 1965, as amended (OAA), designates legal assistance as a priority service under Title III B [42 USC §3026(a)(2)] 3 CDA developed California Statewide Guidelines for Legal Assistance (Guidelines), which are to be used as best practices by CDA, AAAs and LSPs in the contracting and monitoring processes for legal services (PM 05 -19) 1. Specific to Legal Services, what is your AAA’s Mission Statement or Purpose Statement? Statement must include Title IIIB requirements: For the provision of Legal Services, the AAA contracts with Contra Costa Senior Legal Services (CCSLS). The mission is to provide free legal advice, representation and education to elderly residents of Contra Costa County, with an emphasis on se niors who are in the greatest social and economic need. The most urgent objective is to resolve legal problems that are adversely affecting basic needs of the elderly such as food, shelter, health care, and freedom from physical, psychological or economic abuse. 2. Based on your local needs assessment, what percentage of Title IIIB funding is allocated to Legal Services? 11% of adequate proportion of unallocated Title III B funding is directed to Legal Services. 3. Specific to Legal Services, has there been a change in your local needs in the past four years? If so, please identify the change (include whether the change affected the level of funding and the difference in funding levels in the past four years). Due to the rising cost of housing in Contra Cos ta County, the need for legal services involving housing issues has increased. Approximately 27% of cases are housing related, primarily landlord/tenant disputes and eviction defense. In the past four years, when available, the AAA has allocated One -Time- Only funding to support Legal Services. However the baseline budget allocation has, for the most part, remained the same. 4. Specific to Legal Services, does the AAA’s contract/agreement with the Legal Services Provider(s) (LSPs) specify that the LSPs are expected to use the California Statewide Guidelines in the provision of OAA legal services? Yes, the agreement does include expectations to use the California Statewide Guidelines in the provision of OAA legal services. 5. Does the AAA collaborate with the Legal Services Provider(s) to jointly establish specific priorities issues for legal services? If so what are the top four (4) priority legal issues in your PSA? Yes, the AAA collaborates with CCSLS to establish priority issues for legal services. The top four priority legal issues in Contra Costa County are housing preservation (e.g. eviction defense), consumer debt, incapacity planning (Advance Health Care Directives/Powers of Attorney) and elder abuse. 3 For Information related to Legal Services, contact Chisorom Okwuosa at 916 419 -7500 or chisorom.okwuosa@aging.ca.gov 51 6. Specific to Legal Services, does the AAA collaborate with the Legal Services Provider(s) to jointly identify the target population? If so, what is the targeted senior population in your PSA AND what mechanism is used for reaching the target population? Yes, the AAA collaborates with our legal service provider, CCSLS, to identify our target population. The target population is seniors with the greatest social and economic need. The mechanism for reaching them is through outreach and education at senior centers, nutrition sites, senior housing complexes, community events, and gathering places with diverse racial/ethnic populations, such as San Pablo and Bay Point. CCSLS distributes bro-chures about its services in English, Spanish, and several Asian languages. CC SLS also works with other organizations that serve the target population to promote awareness of its services. 7.Specific to Legal Services, what is the targeted senior population and mechanism for reaching targeted groups in your PSA? Discuss: As noted above, the target population is seniors with the greatest social and economic need. The mechanism for reaching them is through outreach and education at senior centers, nutrition sites, senior housing complexes, community events, and gathering places with diverse racial/ethnic populations. The legal service provider, CCSLS, distributes brochures about its services in English, Spanish and Asian languages. CCSLS also works with other organizations that serve the same target population to promote awareness of its services.   8.How many legal assistance service providers are in your PSA? Complete table below. Fiscal Year # of Legal Assistance Services Providers 2016-2017 3 2017-2018 3 2018-2019 3 2019-2020 3 9.Does your PSA have a hotline for legal services? No, Discuss: Contra Costa County does not have a dedicated hotline for legal services. The Information and Assistance (I&A) and 211 helplines serve as referral sources. Adult Protective Services, Ombudsman program, legal service providers, and other community service providers also help link clients with CCSLS. Additionally, the Family Justice Centers serve as “one -stops” for victims of abuse and exploitation. Seniors who are victims of abuse can also acc ess legal services through the Family Justice Centers.  10. What methods of outreach are Legal Services providers using? Discuss: CCSLS presents educational workshops on substantive areas of the law, makes presentations regarding its services and how to access those services, and participates at senior and health fairs throughout the county. It distributes brochures, fliers and other materials regarding the law in several different languages. The agency also has a website at www.ccsls.org that can be accessed by clients or their families.  52 11. What geographic regions are covered by each provider? Complete table below: Fiscal Year Name of Provider Geographic Region covered 2016-2017 a. CCC Senior Legal Services b. Bay Area Legal Aid c. Rubicon countywide for all 2017-2018 a. CCC Senior Legal Services b. Bay Area Legal Aid c. Rubicon countywide for all 2018-2019 a. CCC Senior Legal Services b. Bay Area Legal Aid c. Rubicon countywide for all 2019-2020 a. CCC Senior Legal Services b. Bay Area Legal Aid c. Rubicon countywide for all 12. Discuss how older adults access Legal Services in your PSA: Most frequently seniors access legal services by phone or by visiting CCSLS’ office. They are given the option of phone or in -person appointments. Seniors can also make appointments at one of the several senior centers that participate in the Consult-an-Attorney program. 13. Identify the major types of legal issues that are handled by the Title IIIB le gal provider(s) in your PSA. Discuss (please include new trends of legal problems in your area): Discuss: Major legal issues handled by CCSLS are housing preservation (27% of cases), consumer debt (18% of cases), incapacity planning (13% of cases), and e lder abuse (5% of cases). 14. In the past four years, has there been a change in the types of legal issues handled by the Title IIIB legal provider(s) in your PSA? CCSLS is focusing more resources on elder abuse, which is under-reported and wide-spread. Another focus is on incapacity planning to help seniors who need to have the tools in place to take care of themselves in the case of cognitive decline or illness. Tenant evictions and housing services represent about 25% of the cases now.  15. What are the barriers to accessing legal assistance in your PSA? Include proposed strategies for overcoming such barriers. Discuss: CCSLS moved its’ main office to the city of Concord, a more centralized location that provides better access to services. The office is across the street from a Bay Area Rapid Transit (BART) station, making it easily accessible via public transportation. CCSLS has also developed a Consult-an-At torney program at senior centers throughout the county so that clients do not have to travel outside their region to have a face -to-face consultation with an attorney. The program also offers legal advice and representation at the Elder Court, which was created in 2008 by the Superior Court of Contra Costa County in concert with community organizations to provide legal remedies and social services to seniors, particularly in cases that involve elder abuse. 53 The lack of resources is another barrier to accessing legal services. To address this issue, CCSLS has a panel of private and retired attorneys who provide pro -bono services for the Consult-an-Attorney Program and at Wills Clinics throughout the county.  16. What other organizations or groups does your legal service provider coordinate services with? Discuss: CCSLS coordinates its services with Contra Costa County Ombudsman, Bay Area Legal Aid, Meals on Wheels and Senior Outreach Services, the Superior Court, and many se nior centers. In addition, they work very closely with many county programs such as Adult Protective Services (APS), Information and Assistance (I&A), and Health Insurance Counseling and Advocacy Program (HICAP). In the past they have co - sponsored educational events with some of the above-mentioned agencies and have co -counseled with other agencies on cases. They have also provided in -service education to the staff and volunteers of some of these providers.  54 SECTION 21 - ORGANIZATION C HART 55 56 TRANSMITTAL LETTER 2016-2020 Four Year Area Plan/ Annual Update Check one: ☐ FY 16-20 ☐ FY 17-18 ☐ FY 18-19 FY 19-20 AAA Name: Contra Costa County Area Agency on Aging PSA: 7 This Area Plan is hereby submitted to the California Department of Aging for approval. The Governing Board and the Advisory Council have each had the opportunity to participate in the planning process and to review and comment on the Area Plan. The Governing Board, Advisory Council, and Area Agency Director actively suppo rt the planning and development of community - based systems of care and will ensure compliance with the assurances set forth in this Area Plan. The undersigned recognize the responsibility within each community to establish systems in order to address the care needs of older individuals and their family caregivers in this planning and service area. 1. John Gioia _ ___________________________ _______________ Signature: Governing Board Chair 1 Date 2. Susan Frederick ____________________________ ________________ Signature: Advisory Council Chair Date 3. Victoria Tolbert _____________________________ ________________ Signature: Aging & Adult Services Director Date 1 Original signatures or official signature stamps are required. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a license agreement with the United States of America, Department of the Navy, to use approximately an 80-acre portion of the former Concord Naval Weapon Station (“Premises”) for public safety training purposes during the period of February 22, 2019 through February 21, 2020. (Project Number WLP220) APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute sub-license agreements, in the form attached to the license agreement, with other public agencies that require the use of the Premises for public safety training purposes. FISCAL IMPACT: No fiscal impact. There is no cost associated with this license agreement. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Karen Laws, 925. 957-2456 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.127 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:AUTHORIZE license agreement with the United States of America, Department of the Navy to use and sub license a portion of the former Naval Weapons Stn BACKGROUND: The United States of America, Department of the Navy (Navy), owns the Marine Ocean Terminal Concord (MOTCO) administrative area on the former Concord Naval Weapons Station. The Sheriff and other agencies have used an approximately 80-acre area (“Premises”) of the MOTCO administration area for public safety training purposes. The Navy’s management of training scheduling has resulted in scheduling conflicts, double-booking, and other concerns. The Sheriff requires the Premises for its public safety training and is willing to schedule other agencies’ training to reduce the disruptions to scheduled trainings that the Sheriff has experienced in the past. The Navy has agreed to allow the Sheriff to manage training scheduling under a license agreement for the Premises. The license agreement allows the Sheriff to grant sub-licenses to other public agencies that will participate in public safety training organized or scheduled by the Sheriff. The license agreement requires the County to indemnify and hold the Navy harmless for the County’s activities under the license. Sub-licenses granted by the County will require the sub-licensee to hold the County harmless from liabilities arising from the sub-licensee’s activities under the sub-license. Risk Management has reviewed the indemnity and insurance requirements and has confirmed that the requirements are acceptable. For these reasons, Office of the Sheriff staff recommend that the Board approve the execution of the license agreement with the United States. CONSEQUENCE OF NEGATIVE ACTION: The Sheriff will not be able to enter into an agreement with the Navy for use of the former Concord Naval Weapon Station’s MOTCO facilities for public safety training. ATTACHMENTS License Package w Exhibits RECOMMENDATION(S): APPROVE a request from the Knightsen Town Community Services District for a Mail Ballot Election on August 27, 2019 and AUTHORIZE the County-Clerk Recorder to conduct the election. FISCAL IMPACT: There is no direct cost to the County. Any additional cost incurred by the Elections Division will be recovered from Knightsen Town Community Services District. BACKGROUND: The Knightsen Town Community Services District had a resignation from a Board member on September 5, 2018. No appointment was ever made. Government Code 1780 requires that when a vacancy is not filled by appointment by the District within 60 days or within 90 days by the Board of Supervisors, an election be called. Knightsen Town Resolution 2019-2 requesting a Mail Ballot Election be held is attached. By granting this request, the Board authorizes the County Elections Division to conduct the election. CONSEQUENCE OF NEGATIVE ACTION: Not approving the request will maintain the vacancy until the next scheduled election. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Rosa Mena, (925) 335-7806 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.128 To:Board of Supervisors From:Joseph E. Canciamilla, Clerk-Recorder Date:May 7, 2019 Contra Costa County Subject:APPROVE REQUEST FOR MAIL BALLOT ELECTION AUGUST 27, 2019 CHILDREN'S IMPACT STATEMENT: None ATTACHMENTS Knightsen Town Comm. Serv. Dist. Resolution 2019-2 RECOMMENDATION(S): (1) APPROVE the design and bid documents, including the plans and specifications, for the Pittsburg Health Center, Elevator Modernization Project; and (2) DETERMINE that the project qualifies for a California Environmental Quality Act (CEQA) Class 1(d) Categorical Exemption pursuant to Article 19, Section 15301(d) of the CEQA Guidelines; DIRECT the Director of Conservation and Development, or designee, to promptly file a Notice of Exemption with the County Clerk; and AUTHORIZE the Public Works Director, or designee, to arrange for payment of the $50 handling fee to the County Clerk for filing the Notice of Exemption and the $25 handling fee to the Department of Conservation and Development for processing costs. (3) AUTHORIZE the Public Works Director, or designee, to solicit bids to be received on or about June 13, 2019, and issue bid addenda, as needed, for clarification of the bid documents, provided the involved changes do not significantly increase the construction cost estimate; and (4) DIRECT the Clerk of the Board to publish, at least 14 calendar days before the bid opening date, the Notice to Contractors in accordance with Public Contract Code Section 22037, inviting bids for this project. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.129 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:May 7, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE Advertisement for Elevator Modernization at 2311 Loveridge Road, Pittsburg (WH514B) RECOMMENDATION(S): (CONT'D) (5) DIRECT the Public Works Director, or designee, to send notices by email or fax and by U.S. Mail to the construction trade journals specified in Public Contract Code Section 22036 at least 15 Calendar days before the bid opening. FISCAL IMPACT: 100% Hospital Enterprise Fund BACKGROUND: The scope consists of the modernization of three tractor elevators and one hydraulic elevator, including the modification of existing cooling and ventilation of mechanical spaces, electrical and lighting improvements to mechanical rooms and elevator pits. Plans and specifications for the project have been prepared for the Public Works Department by Interactive Resources, Inc.. The construction cost estimate is $2,200,000 and the general prevailing wage rates are on file with the Clerk of the Board of Supervisors and will be the minimum rates paid on this project. CONSEQUENCE OF NEGATIVE ACTION: If the project is not approved, the existing code deficiencies within the facility will not be addressed and will continue to deteriorate resulting in more costly repairs in the future. ATTACHMENTS CEQA RECOMMENDATION(S): ACCEPT status report on the Employment and Human Services Department's implementation of the CalFresh expansion to include SSI (Supplemental Security Income) recipients. FISCAL IMPACT: None. This is an informational report. BACKGROUND: The SNAP Program was originally referred to the Family and Human Services Committee by the Board or Supervisors on February 15, 2011. This program was formerly known as Food Stamps and is currently known as the Federal Supplemental Nutrition Assistance Program (SNAP). In California, the name of the program is CalFresh. This status report follows the last update to the Board of Supervisors, made on October 9, 2018. EHS Director Kathy Gallagher presented the attached status report to the Family and Human Services (FHS) Committee on April 22, 2019, and summarized that of the approximately 7,500 people who are eligible for the CalFresh expanded benefits and who are expected to participate based on State assumptions, 6,527 are already receiving IHSS MediCal benefits or have existing MediCal cases, and 2,512 are members APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Kathy Gallagher 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: CAO-H&HS Deputy, CAO-Muni Svcs, EHS Director C.130 To:Board of Supervisors From:FAMILY & HUMAN SERVICES COMMITTEE Date:May 7, 2019 Contra Costa County Subject:SNAP/CalFresh (Food Stamp) Program Follow-up Report BACKGROUND: (CONT'D) of households in which a resident is already receiving CalFresh benefits. Therefore, a significant number of applicants will already have records in the CalWIN system that will not have to be recreated. Adding new beneficiaries and their income to households already receiving benefits would normally impact the level of benefits for a household; however, the State will provide supplements to preserve existing benefit levels so that no household will be negatively impacted. Supervisor Gioia verified that the eligibility requirements for the expanded SSI benefits are blindness, disability, and age of 65 years or older, providing that all other eligibility criteria are met. In anticipation of the increased workload, Ms. Gallagher reported that her department is training existing staff on the new requirements; these staff can process applications received beginning in May. Additionally, EHS is interviewing, from a list of 41 applicants, individuals for appointment to 14 temporary positions (10 eligibility workers and 4 clerical workers), who will become trained and ready to begin processing applications in June. She explained the difficulty in attaining any certainty at this point about additional workload and permanent staffing requirements. She mentioned that CalWIN automation of the applications will become available on May 13 and an intake template is being developed by EHS to capture intake data until the new CalWIN automation becomes available. EHS is relying primarily on community partners to conduct outreach to eligible people. The department is also contacting CalFresh households, and placing information in General Assistance packets and on the department's web page. As to funding, Ms. Gallagher reported that the State allocation of $973,280 will expire on June 30, 2019 and the FY 2019/20 will not be received before September 2019. The County Administrator authorized, in the interim period, $300,000 to be leveraged with federal funds. A representative from the East Bay Leadership Council suggested that the prior expansion of benefits to students might provide some indication of the increased workload to be anticipated with the new expansion of benefits. Representatives from SEIU Local 1021 opined that a reason for the predicted 75% application rate was likely due to the long wait times to apply for and receive benefits, citing an example of a person waiting on the phone for four hours for assistance. Representatives from the Contra Costa Food Bank speculated that as many as 25,000 people might apply, even though less than half that number are actually eligible to receive the expanded benefits. They expressed concern that EHS is not prepared for the potential onslaught of applicants and observed that Contra Costa residents cannot register for these benefits over the phone as residents of some other counties can do. A representative from Ensuring Opportunity expressed concern about the overall EHS structure and lack of sufficient frontline staff in CalFresh. In her opinion, more could and should be done to address whole-system deficiencies. She expressed frustration about these concerns not being addressed and suggested that the community-based partnerships with EHS might not continue. Ms. Gallagher explained that EHS staffing levels are driven by State and federal funding reductions. She advised that EHS has a staff of 130 eligibility workers in total who could process applications. In recognition of the reduced funding, EHS is reassessing its service delivery model in terms of reduced plant and increased automation. She concurred that phone registration should be a future goal. The FHS Committee accepted the staff report and requested the EHS Director to report back to the Committee on June 10. ATTACHMENTS EHSD CalFresh Expansion Implementation Update Family and Human Services Report April 22, 2019 Page 1 Report to the Family and Human Services Committee April 22, 2019 CalFresh Expansion to Include SSI Recipients An Update as of April 15, 2019 Kathy Gallagher, EHSD Director Family and Human Services Report April 22, 2019 Page 2 Contra Costa County Employment & Human Services Department CalFresh Expansion Implementation Update As Of April 15, 2019 A. What is CalFresh Expansion? Effective June 1, 2019, individuals receiving or authorized to receive Supplemental Security Income/ Supplementary Payments (SSI/SSP) through the Social Security Administration are now eligible for CalFresh or the Supplemental Nutrition Assistance Program (SNAP). CalFresh and SNAP are commonly referred to as “Food Stamps”. Individuals who are blind, disabled or over the age of 65 with limited income and resources are eligible for SSI/SSP. Many of these SSI/SSP individuals will now be authorized to receive CalFresh providing all other eligibility criteria are met. Similar to Health Care Reform, CalFresh Expansion adds a large newly eligible group of people to an existing program under the administration of EHSD. Most of this SSI group are already known to EHSD as MediCal, IHSS and General Assistance recipients. B. How Many New CalFresh Applicants do we expect and how do they apply? The following are projections received from the State of California Department of Social Services (CDSS) of those Contra Costa residents who are eligible and will likely seek CalFresh benefits under the SSI Cash- Out program.  Total number of Contra Costa County residents on SSI in June 2018: 24,841  Of the total number of County SSI recipients, the estimated number to be CalFresh Eligible: 10,045  Total SSI recipients CalFresh Eligible and expected to participate (75% participation rate): 7,533  Current IHSS recipients (6,527)  SSI recipients expected to apply, and those who will be added to an existing CalFresh household 2,512 The above numbers provided by CDSS only address eligible applicants. We anticipate a significant number of ineligible individuals will submit applications as well due to the wide outreach being conducted. Applications for CalFresh can be submitted in a variety of ways: phone; mail; on-line portals via the Internet; in person at EHSD offices and at staffed sites such as the Food Bank, Family Justice Centers, et.al. Home visits can be scheduled for application processing. Family and Human Services Report April 22, 2019 Page 3 C. What is the internal service delivery plan that will be used to provide services to this new population in the initial 4-6 months? Both the Department’s Aging and Adult Services (AAS) Bureau as well as the Workforce Services (WFS) Bureau will provide initial CalFresh application processing as well as eligibility determination for the new SSI CalFresh population. We expect to begin receiving applications in May, with heaviest influx in June, July and August. Workload will be handled by existing staff in the WFS and IHSS bureaus through the use of overtime, and with the assistance of up to 19 additional staff (14 temporary and 5 permanent). Automation of the CalWIN system will not be available until May 13 which is delaying the training of staff. Staff Development is ready to train, and has begun training existing CalFresh workers, who are already familiar with the CalWIN system, in the new SSI processes. As new applications level out we will review the data in order to revise and reset our estimates and staffing plans. The State expects that many of the CalFresh applications from IHSS recipients would be processed at their annual IHSS reassessment, however if an application is submitted prior to that date, it must be processed regardless. D. What will be the service delivery model for the SSI and pending SSI population? EHSD will be combining the caseloads of SSI recipients into a separate eligibility division, under one manager. These program caseloads include General Assistance, IHSS MediCal and CalFresh eligibility cases (not IHSS program cases handled by social workers), non-IHSS CalFresh cases, and the SSI Advocacy program. Workers in this division will have assigned cases and will be the primary case management point of contact for their recipients. We plan to have this division fully established no later than October 2019. E. What are current risks and concerns? Under Federal law, the eligibility determination for CalFresh must be completed within 30 day of the application date. If there is an influx of applications beyond our capacity to meet this requirement, the county will be at risk of sanctions due to non-compliance. Because of the vulnerable nature of this population, we expect to see an increased incidence of lost EBT cards which will have an impact on the recipient, and, an impact on EHSD workload which to date has not been anticipated by the State in their funding premises. Likewise, an increased incidence of fraud perpetrated on some of our vulnerable elderly and mentally challenged recipients will have similar impacts. Funding: FY 18/19 State/Federal funding was provided in December 2018 in the amount of $973,280 to cover planning and implementation costs. Because the implementation of the CalFresh Expansion begins in May, this may not be sufficient funding to address the anticipated high numbers of applications in the early months of the program. The CAO is making available up to $300,000 ($600,000 with Federal match) to fill the gap until September when the FY 19/20 CalFresh/SSI allocations are known. RECOMMENDATION(S): ACCEPT the status report from the Employment and Human Services Department on the Workforce Development Board and Workforce Innovation and Opportunity Act. FISCAL IMPACT: None. This is an informational report. BACKGROUND: On January 6, 2015 the Board of Supervisors referred oversight and receipt of updates on the Workforce Innovation and Opportunity Act (WIOA) to the Family and Human Services (FHS) Committee. WIOA was signed into law on July 22, 2014. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. Congress passed the Act by a wide bipartisan majority; it is the first legislative reform in 15 years of the public workforce system. WIOA was expected to significantly impact the Employment and Human Services Department (EHSD) and the way the Workforce Development Board does its work. Therefore, updates on the impacts and changes was referred to the FHS Committee. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Donna Van Wert (925) 671-4514 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: WDB Executive Director, CAO-H&HS Deputy, CAO-Muni Svcs, EHS Director C.131 To:Board of Supervisors From:FAMILY & HUMAN SERVICES COMMITTEE Date:May 7, 2019 Contra Costa County Subject:Workforce Innovation and Opportunity Act Follow Up Report BACKGROUND: (CONT'D) The most recent status update was provided to the Board of Supervisors on October 9, 2018, in which Workforce Development Board (WDB) Executive Director Donna Van Wert highlighted the number of people serviced and the specialized programs and business partners. She had advised that significant State funding would soon become available and that the WDB was updating its regional and local plans, due in March 2019. This status update summarizes the attached report presented by Ms. Van Wert to the FHS Committee on April 22, 2019. Ms. Van Wert advised that in this transition year, participation has been lower than normal. She stated that the data is not complete and may not be indicative of actual experience due to a lag time in reporting. She itemized certain actions for future consideration by the Board of Supervisors, including: approval of updated regional and local plan, which must be approved by August 1, 2019 approval of a regional MOU (Memorandum of Understanding), combining two program phases, that designates Contra Costa County as a fiscal agent on behalf of the region, due June 30, 2019 authorization to form a non-profit (510(c)(3)) organization to serve as a fundraising arm of the WDB. The FHS Committee accepted the status report and provides it herewith (attached) for the Board's information. ATTACHMENTS EHSD WDB April 22, 2019 Report Workforce Development Board of Contra Costa County (WDBCCC)  March 2019  Page 1 of 4        Workforce Innovation & Opportunity Act (WIOA) Update     Regional and Local Plans  Under WIOA, a biennial update of regional and local plans is required in order to ensure plans remain  current and account for “changes in labor market and economic conditions or in other factors affecting  the implementation of the local plan” (29 U.S. Code § 3123). The California Workforce Development Board  (State Board) has also made changes to the State Plan which require that Local Boards update their plans  to  keep  them  consistent  with  the  policy  direction  of  the  State Plan.  Pursuant  to  the  State  Plan  modifications submitted to the U.S. Department of Labor in the spring of 2018 and approved on June 11,  2018, the State Board is providing guidance to Local Boards on the requirements associated with local and  regional planning modifications. EDD Directive WSD18‐01, provides specific guidance and instructions on  both required and elective modifications to local and regional plans.   Both Regional and Local plans were completed, listed for public comment and delivered to the State Board  by 5:00 pm on March 15, 2018.  Board of Supervisor approval/signature is required by August 1, 2019.    MOUs  The WDB is in the process of updating and combining both MOU Phase I & Phase II, and the cost  allocation methodology, per state directive. The updated MOU is due to the State board by June 30th  with BOS approval.       An MOU mandated partner meeting to review the updated MOU was held on March 11th, from 10‐12 at  the Concord AJCC.  Partners are reviewing and working on signature process.  The MOU is being  reviewed by County Counsel and will be need to be approved and signed by both the local board and the  County Board of Supervisors by the June 30, deadline.    Adult & Dislocated Worker Career Services/AJCC Transition  Transition of AJCC and career services to Rubicon Programs and the Contra Costa Workforce  Collaborative is going extremely well.  While enrollments and training expenditures are a bit low, with all  access sites up and fully operational we are positive that enrollments/deliverables are catching up.     Business Services  The WBD business services team continues to work closely with our local chambers, our city offices and  economic development entities throughout the county, our identified regional sector partnerships and  other programs and partnerships.      Highlights include:   Disability Employment Accelerator Grant Forum   We hosted "Hidden Workforce Forum, Inclusion Builds Innovation " Employer Forum with local  partners, Futures Explored, DOR, MT. Diablo Adult School, and EDD at Mt. Diablo Adult School’s  Loma Vista Adult Center on Tuesday, February 19, 2019, from 8:30am – 11:00am. We had 80+  attendees including employers, CBO’s and partner staff. We had great employer and job seeker  panels. The WDB hosted a resource table along with other partners. Feedback from the event  shows that employers and partners found the event to be very useful. Some employers,  including Bio‐Rad and Ramar Food, reached out to express gratitude for the opportunity and  Workforce Development Board of Contra Costa County (WDBCCC)  March 2019  Page 2 of 4    requested additional information to promote inclusion in their workplace. City of Concord  invited an employer panelist to visit the city for further conversation.     West Contra Costa Career Fair – See report attached   The link for the full‐length video is here:  https://www.youtube.com/watch?v=ZcnYm0znb7s&feature=youtu.be     Small Business Development Center   Partially funded by the Small Business Administration (SBA), this program, hosted by the WDBCCC, delivers  individualized advising and group training to current and aspiring business owners in English and Spanish  throughout the County. The SBDC actively partners with myriad public, nonprofit, and private sector  organizations to attract “high‐impact” employers as well as community‐based agencies to reach and serve  low‐to‐moderate income (LMI) residents.  Approximately 75% of our clients self‐identify as 80% below the  area median income.   February/March Trainings: 26 workshops delivered to 137 participants   February/March Advising: 175 Individuals and 104 business owners    On‐going projects   Director participated final board retreat with California Association of Micro‐Enterprise  Organizations (CAMEO) as the out‐going board president (2019)    Noteworthy developments:    SBA 2019 allocation increased from $191k to $210k: Same as last year, required the first of two  budget modifications for this year (second in October).   Director participated in the Community Development Block Grant (CDBG) consortium focus group for sub-recipients. Working with a sub-group of “economic development” programs, identified problems and potential solutions for the clients we all serve. Was a great partnership meeting with complimentary programs (CoCo Kids, Renaissance, Opportunity Junction)   Successes:   Center concluded second Request for Interest (RFI #677) process to solicit and procure several  new service providers   Center partnered with Procurement Technical Assistance Program of Northern California (PTAC)  a Dept. of Defense‐funded program similar to SBDC to host two workshops with the highest  attendance (31) we’ve enjoyed in years    Center on-boarded a dozen new service providers. It will take a few months to mobilize and assimilate them into the Team, but the expansion expected from the state tied to the new funding is underway   Regional Initiatives, Organizing and Training    East Bay Regional Planning Unit (EBRPU)  We are still serving as the fiscal lead for the regional funds that the East Bay RPU is receiving from the  designated to support regional efforts and were recently awarded another $468,000 ($300,000 and  168,000) on behalf of the RPU. The EBRPU is in the process of developing an MOU between the 4 WDBs  Workforce Development Board of Contra Costa County (WDBCCC)  March 2019  Page 3 of 4    for the purpose of codifying the process, work, and funding that will be coordinated and shared  between the 4 WDBs.     East Bay Slingshot   While initial funding for this initiative has expired, Contra Costa and the East Bay Region continues to be  recognized for our SlingShot model and successes. The EBRPU funds will have an element of SlingShot  and regional work is intended to support sector strategies and partnerships.  To that end, the EBRPU  funds have continued to support 3 of the 5 designated priority sectors in the East Bay: Advanced  Manufacturing, Healthcare and ICT, to support specific sustainability models they are working on.  Some  of the regional funds are dedicated to training cohorts with earn & learn components in the healthcare  industry; specifically, the EBRPU has contracted with JVS to deliver a dental assisting training for 20  participants throughout Alameda and Contra Costa which will started in February of 2019.      Most of the new $300,000 EBRPU 2.0 award will be designated for the Advanced Manufacturing Sector  Partnership, the Healthcare Sector Partnership and Earn & Learn to continue to support sustainability  planning.     Prison 2 Employment Initiative (P2E)   As part of Governor Brown's efforts to improve California’s criminal and juvenile justice systems and  reduce recidivism through increased rehabilitation, the California Workforce Development Board (State  Board), California Department of Corrections and Rehabilitation (CDCR), California Prison Industry  Authority, and California Workforce Association have finalized a partnership agreement that is included  in amendments to the California WIOA Unified Strategic Workforce Development Plan 2016‐2020.     The partnership agreement is intended to strengthen linkages between the workforce and corrections  systems in order to improve the process by which formerly incarcerated and justice‐involved1  individuals reenter society and the labor force. The partnership agreement will inform policies specific to  Local Workforce Development Boards (Local Board) and how they serve the state's formerly  incarcerated and justice‐involved population    The EBRPU submitted their proposal asking for $2.4 million to be allocated between the 4 local boards.   We have received notification that we have been conditionally awarded the full amount of our proposal  (one of the few regions in the state to be awarded their full ask).  Alameda WDB will serve as the lead on this funding. The first round of funding is set to be available by  May/June of 2019.      Economic Development, EC2 and the Northern Waterfront Initiative   The WDB remains actively involved with local economic development efforts including EC2 and the  Northern Waterfront Initiative, local Chambers and meeting regularly with city economic development  managers.  WDB staff are currently working with the county economic development manager to assist  with, and will be co‐sponsoring, the Norther Waterfront Forum 2019: Bringing the Jobs to the People on  May 10th at the Antioch Community Center.          Budget/Grants/Funding Opportunities   Workforce Development Board of Contra Costa County (WDBCCC)  March 2019  Page 4 of 4    The WDB budget appears stable at this point and we are moving forward based on the assumption of  level funding for 2019‐2020. The WDB has prioritized pursing additional funding opportunities to  support the important work we are tasked with.  The WDB has or is considering pursing the following  opportunities:    AB 109: The WDBCCC will continue to receive $208,000 annually from AB 109 funding for PY  2018‐2019.  These funds have primarily been used for two purposes: 1) to deepen connections  between the re‐entry community and businesses/employers; 2) to strengthen partnerships  between the WDBCCC and other public agencies, as well as the contracted nonprofit service  providers that are helping AB 109 participants reenter the community.       The EBRPU applied for and was awarded $300,000 for additional regional/SlingShot activites. In  addition, all regions were awarded additional funding to support regional organization. The  EBRPU was awarded $168,000 for this purpose. Contra Costa continues to serve as the lead.      EDD Disability Employment Accelerator:  The WDB was awarded $250,000 on behalf of the East  Bay Region to support training, work experience and employment for people with disabilities.   The East Bay RPU is working with Futures Explored, East Bay Innovations, EDD and our Adult  Education partners on this project. An employer education forum was held February 19th.      The AB1111 RFA (barriers to employment state funding) is due to be released Mid‐March and  the WDB is working with several CBO’s to develop a proposal.      501c3: At the February 5th Full Board meeting, the board approved an action item directing WDB  staff to actively pursue creating a 501c3 to support a more robust and diverse funding capacity.  Staff are in the process of developing a timeline and report to submit to the BOS for approval.        WDB Board & Staff  With 25 seats, The WDB is almost fully seated with the exception of three labor seats. WDB staff are  working with labor organizations to fill these important seats.      Two WDB Staff are participating in the California Workforce Association Bootcamp training from  December 2018 through September 2019.     The WDB is down a staff member with the exit of a Workforce Services Specialist as of March 1st.  The  assist to fill has been approved for a cert and bid; we anticipate interviewing to fill this position late  April.    WDB ED, 2 staff and 2 board members participate in our state association (CWA) day at the capitol on  March 6th and meet with Senators Steve Glazer and Nancy Skinner and Assembly members Buffy Wicks  and Jim Frazier’s staff.     The ED, 1 staff, and 2 board member attended the National Association of Workforce Boards  Conference March 22 through the 26th and did a “hit the hill” visit, visiting Senator Kamala Harris,  Senator Diane Feinstein and Congressmen DeSaulnier’s staff.   Presentation to Family & Human Services Committee April 22, 2019 2 3 4 5 GO-Biz Technical Assistance Expansion Program (launched October 1, 2018) increased support for no-cost advising, workshops, outreach to disadvantaged areas and populations with focus on Richmond and Bay Point Solicited for, procured and on-boarded 12 new service providers in last quarter and developing webinars (online trainings via Zoom) FY 18-19 Performance (current fiscal year): 546 individuals (316 in business) advised, 382 trained 115 jobs created 25 new business starts $3,198,718 in debt/equity invested in small businesses $ 4,471,169 in annualized sales increases Business Services Economic Development: Continued support for Northern Waterfront including May 10th Summit Ambassador to California Association for Local Economic Development for CALED 2019 Conference in Anaheim Event Planning Committee for State Labor Building Workforce Partnership Conference including facilitating sessions Supporting San Ramon City Center Businesses on Recruitment Supporting East Bay EDA: judge/sponsor of 2019 Innovations Awards Collaborations: Leveraging resources by coordinating Integrated Business and Employment Services Team (iBEST) to support businesses and job seekers in Contra Costa. Partners include EDD, Rubicon & CCCEAC, Working closely with chambers of commerce and other CBO’s. Rapid Response: Outreach to 5 Payless Shoes locations in Contra Costa affected by the closure per WARN notice; General Electric WARN for 172 effective June 2019; Staying connected to PG&E should Rapid Response become necessary. Business Services Events Untapped Talent Forum, Fall 2018 -CENTRAL 150+ attendees inc. 80+ employers Next event will be held in East County in Fall 2019 Disability Employment Forum, Winter 2019 -WEST 80+ attendees Several businesses (e.g., Bio-Rad) reached out for further info post-event West Contra Costa Career Fair, Spring 2019 -WEST 50+ employers, 12+ providers; 218 job seekers including 110 students In collaboration with Contra Costa College, San Pablo EDC, EDD, Lao Family Community Development; sponsored by Chevron and Phillip 66 Reentry Career Fair, Spring 2019 -WEST & EAST Partnering Contra Costa Office of Education and Sheriff’s Office and others 7 East Bay Regional Planning Unit 14 State-wide Regional Planning Units Contra Costa is Lead for East Bay (EBRPU) Alameda, Oakland, Richmond and Contra Costa EBRPU has received $1,000,000+and has: Supported industry partnerships in advanced manufacturing, healthcare and ICT Provided professional development for staff and regional partners Provided a regional training program dental assisting for 19 participants Supported growth of Earn & Learn East Bay EBRPU was awarded a $250,000 Disability Employment Accelerator Grant EBRPU was awarded $463,000 regional funds as of April 2019 EBRPU was awarded $2,400,000 Prison to Employment Initiative of which Contra Costa will receive $491,785 over a 2-year period EBRPU is in the process of developing a Regional MOU TT 8 9 Watch for these upcoming BOS Agenda Items… We are in another phase of local governance requirements which will be coming before the Board of Supervisors for approval in addition to other important items listed below: Initial/Subsequent Designation and Local Board Certification (June 30) WIOA AJCC MOU renewal of Phases I & II combined (June 30) Regional and Local plan modifications (Aug 1) Updated agreement/MOU between the Workforce Development Board and the County Board of Supervisors Establish a 501c3 East Bay Regional Planning Unit MOU 10 Thank You and Questions? 3/28/19 Job Seeker Feedback for Career Fair 2019 This report analyzes survey results from job seekers who attended the March 20th Career Fair. Included is feedback from community-based agencies that participated in the fair. In terms of numbers for the fair, we documented 218 attendees. Feedback shows that the majority of respondents believed the Career Fair to be a huge success. Our analysis shows that job seekers were “very satisfied” with the fair in regards to the event’s accessibility, staff assistance, employers and resources, and their overall satisfaction. Agencies were also pleased in their feedback. A number commented on how well the fair was organized. In addition, these agencies represent hard to serve populations, which include returning citizens, low-income seniors, the disabled, veterans, and disadvantage youth. They indicated that their clients also had a positive experience. Attendance How many people attended? 218 How many registered on Eventbrite? 237 How many of those were CCC Students? 110 How many of those were community members? 108 How many were surveyed? 130 Customer Survey Results Of 218 job seekers who attended the Career Fair, 130 completed the Satisfaction Survey. The survey was provided to job seekers as they left the fair. On the survey, job seekers rated the fair on 1) event accessibly, 2) staff helpfulness, 3) the employer and agency resources, and 4) overall satisfaction. Their choices for response were: very satisfied; satisfied; dissatisfied; and very dissatisfied. The survey also provided job seekers and opportunity to add comments or suggestions. Chart 1 shows that the majority job seekers who completed the survey were “very satisfied” on all areas they were asked to rate. Job seekers viewed the fair as accessible, in terms of location and hours. CHART 1: Job Seeker Survey Results Total: 130 Very Satisfied Satisfied Dissatisfied Very Dissatisfied a. Event accessibility: location, parking, hours, computer, Internet 85 42 2 0 b. Helpfulness of staff during the event 98 29 0 0 c. Effectiveness of businesses/agencies in meeting your needs 84 38 4 0 d. Overall how satisfied were you with the event? 91 32 3 0 3/28/19 1. Event accessibility: location, parking, hours, computer, internet? Very Satisfied: 65% Satisfied: 32% Dissatisfied: 1.5% Very Dissatisfied: 0.0% 2. Helpfulness of staff during the event? Very Satisfied: 75% Satisfied: 22% Dissatisfied: 0% Very Dissatisfied: 0% 3. Effectiveness of business/agencies in meeting your needs? Very Satisfied: 64% Satisfied: 29% Dissatisfied: 3% Very Dissatisfied: 0% 4. Overall how satisfied were you with the event? Very Satisfied: 70% Satisfied: 24% Dissatisfied: 2.3% Very Dissatisfied: 0% 0 10 20 30 40 50 60 70 80 Event accessibility: location, parking, hours, computer, Internet Helpfulness of staff during the event Effectiveness of businesses/agencies in meeting  your needs Overall how satisfied were you with the event? Chart Title Very Satisfied Satisfied Dissatisfied Very Dissatisfied 3/28/19 Customer Survey Results (Qualitative) Job seekers were also asked to provide comments or suggestions. Due to change of venue from Fireside/Outside to Gym for weather many items addressed were due to capacity challenges. Responses from all 130 surveys were reviewed. Here is a snapshot of both positive/negative feedbacks. Direct Positive feedback: 1. I love how the set up was, it made job searching convenient. 2. Thank for setting this up! I was able to make some good connections and learn about other careers. 3. The event was a success! It really helps people see their options and realize they have lots of opportunity. 4. It was very great to meet with employers face to face. It built my confidence and geared me up to find employment. Thank you! Direct Negative feedback: 1. Parking was very difficult to be found. 2. Very hard to find parking. Some companies looking for people with bachelor’s degrees which makes it hard to find jobs appropriate for college level students. Came in looking for environmental/civil engineering internships but did not find any. 3. Should include a map showing where each company is located. Not enough entry level positions. 4. Employers aren’t asking the most important questions like, “how will you afford to work with the extreme housing costs?” Not many offered childcare for workers. None could point to a CCC hire they knew. At last, no Amazon/UPS/Starbucks, work with no future. Response to Feedback The concerns job seekers had regarding event location parking was something we had no control over due to the career fair being moved to the Gym in 48 hours’ notice due to rain in the weather forecast. Contra Costa College Annex Parking was reserved for employers and vendors, general parking was limited as the college continues daily student flow and operations. Despite challenges with space and venue all employers, job seekers and resource providers were flexible and we still made it work. In regards to having a map showing the layout of the event, a map was created for the original employer vendor tabling list inside/outside but needed to be removed due to quick change of venue and set up.   280 organizations were contacted for the event. 50 organizations registered to attend. 12 organizations that were not previously registered showed up to participate. 61 exhibitor surveys were collected. Survey Results: Event accessibility: location, parking, hours, computer, internet Very Satisfied: 70% Satisfied: 21% Dissatisfied: 5% Very Dissatisfied: 3% Helpfulness of staff during the event Very Satisfied: 84% Satisfied: 16% Dissatisfied: 0% Very Dissatisfied: 0% Quality of job seekers in meeting your needs Very Satisfied: 48% Satisfied: 41% Dissatisfied: 7% Very Dissatisfied: 0% Overall how satisfied were you with the event? Very Satisfied: 64% Satisfied: 34% Dissatisfied: 2% Very Dissatisfied: 0%     0 10 20 30 40 50 60 70 80 90 Event accessibility: location, parking, hours, computer, Internet Helpfulness of staff during the event Quality of job seekers in meeting your needs Overall how satisfied were you with the event? Employer Survey Summary Very Satisfied Satisfied Dissatisfied Very Dissatisfied Employer Survey Results (Qualitative)  Employers were also asked to provide comments or suggestions. There was a last minute change of  venue from Fireside/Outdoors, to Gym due to rain forecast so that may be reflected in the survey.    Direct Positive feedback:  1. It was very well put together and organized. Thank you for allowing me to be here. 2. This is one of the better job fairs that I have been too. There are diverse employers here. 3. The whole event was outstanding! Even with the last minute change, due to the weather. Staff was awesome as well. Looking forward to the next event! 4. Volume of smart job seekers were exceptionally good. Access to list of employers and encouragement networking can be helpful. I established many useful contacts among other employers. We look forward to attending again. 5. Easy parking. The Staff was lovely about finding me a spot as my boss forgot to send in our paperwork. Great turnout! And best food/drink ever!! Direct Negative feedback:  1. More signs to indicate location would be helpful. Unable to connect to WIFI. 2. There were not a lot of students interested in political science. However, we expected that and I am still glad I came. 3. More external advertising for more traffic. More clearly signed parking for event. Attendees (general public & employers). Thanks for having us! 4. We would have liked to see more students from the Health Department. Students are interested in starting as Caregivers and getting that experience on their resume as they move up the medical ladder. It was good to have a consistent crowd.   5. Maybe test WIFI connection next time before the event.    Response to Feedback  We had no control regarding event location parking as the career fair was moved to the Gym in 48  hours’ notice due to rain in the weather forecast. Contra Costa College Annex Parking was reserved for  employers and resource providers; general parking was limited as the college continued classes and  operations. Signage was also affected due to the location change.   With regards to having a vendor map showing the layout of the event, maps were created for the  original location but removed due to last minute venue change.   Employers were notified the day before that there would not be any outlets available inside the gym.   The WIFi did not operate well due to technical difficulties, possibly the rain or being inside the gym.   The career fair was advertised extensively through the college and community partner network. We  added 20, $50 gift certificates as an incentive to attract job seekers. The rain did not help with the  attendance number.  Despite all the challenges, employers and resource providers were flexible, and we  made it work.  RECOMMENDATION(S): ADOPT revised bylaws of the Commission for Women. FISCAL IMPACT: No fiscal impact. BACKGROUND: As a follow-up item of the Triennial Advisory Body review, the Internal Operations Committee has been working closely with the Commission for Women to address functional issues that led to discord among commissioners. One of the areas identified as needing attention were the Commission bylaws which, aside from a modification to reduce the commission size from 20 to 15 members, had not been updated since March 15, 2011. Today's recommendation concerns the adoption of updated and improved bylaws that more accurately reflect how the Commission is expected to conduct business. Attached are both the proposed bylaws for adoption and also a redline version showing the proposed changes from the 2011 version. The key changes are summarized below: Article I, Name, Section 1: Rename the Commission to "Contra Costa Commission for Women and Girls". APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 , County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: IOC Staff, CoB, Commission Chair C.132 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:May 7, 2019 Contra Costa County Subject:Update to Commission for Women and Girls Bylaws BACKGROUND: (CONT'D) Article I, Name, Section 2: Restore the original Commission name in the history paragraph. Article II : Broaden the purpose of the Commission to reflect current authorized activities. Article III, Section 1, Members: Redefine the size of the Commission to 15 members consistent with Board of Supervisors action on April 21, 2018. Establish minimum age requirements for membership. Clarify that commissioners who also have membership in an organization that provides funding to the Commission must recuse themselves from any discussion and/or vote pertaining to the use of those funds. Article III, Section 2, Member Responsibilities: Establish member responsibilities. Article III, Section 4, Terms of Appointment: Extend seat terms from three to four years. Article III, Section 5, Vacancies: Establish new procedure to fill vacancies. Article IV: Set forth the standing committees and procedure for selection of officers. Update duties of the officers. Clarify that no commissioner shall serve in the same executive officer position for more than two consecutive years and as a member of the Executive Committee for more than four consecutive years. Article V: Redefine quorum and voting procedures. Article VI: Define the role of each standing committee. ATTACHMENTS Redline_Commission for Women Bylaws_Changes from Original Proposed Commission for Women Bylaws 1     BYLAWS Of  OF THE   CONTRA COSTA COMMISION forCOMMISSION FOR WOMEN  AND GIRLS  PROPOSED REVISED April 2018APRIL 2019  ARTICLE I . NAME Se ctionSection 1. The name of this Associationbody shall be the Contra Costa Commission for Women and Girls, hereinafter referred to as CCCW.“the Commission.” Se ctionSection 2. This associationbody was formed in 1984 as anthe Advisory Committee. In 1993, it received non-profit status as a 501 (c) (4) non-partisan association, to carry out the purposes as stated in Article II. on the Employment and Economic Status of Women. In 2000, the Contra Costa County Board of Supervisors approved the Advisory’s Committee Advisory Committee’s request that the association be renamed the Contra Costa Commission for Women. ARTICLE II . PURPOSE CCCW was formed to educate the communityThe Commission shall provide information and adviseadvice to the Contra Costa County Board of Supervisors and other entities , as necessary on issues, relating to the changing social and health and welfare of women and girls in the county. The Commission will strive to increase awareness of women’s and girls’ issues, celebrate the achievements of local deserving women, champion opportunities for women and girls, and recommend legislative solutions at the city, County, State and federal levels. Areas of focus will include, but are not be limited to, socio-economic conditions of women in the County, with particular emphasis on the economically disadvantaged, workplace issues, social treatment of gender issues, and health and safety for women and girls. ARTICLE III . MEMBERSHIP Se ctionSection 1. Members  2     CCCWThe Commission shall consist ofnot exceed fifteen (15) members plus one alternate: five members shall come from one of the five supervisorial districts (oneAlternate At Large member per district), and 10 at-large members. Thethe membership shall be broadly representative of the racial, ethnic, age, religious affiliation, gender, and sexual orientation diversity of the community at large. Se ction 2. Appointme nt Members must be at least 18 years of the CCCWage and work and/or reside in Contra Costa County. The Alternate At Large member is a non-voting member except that he/she shall be fill in for a regular At Large member when that member is absent from part or all of a meeting, during which time the alternate member shall constitute a voting member. Section 2. Member Responsibilities. Each member is expected to:   ● Attend meetings of the Commission. Members are expected to notify the Chair in advance of any absence from a meeting. Members may be excused by the Chair for authorized absences. A member that is absent from three (3) consecutive scheduled meetings without authorization from the Chair will be considered to have resigned his or her position with the Commission, and the Chair will notify the Board of Supervisors of the vacancy. ● Comply with the Contra Costa County policy for Board Appointees concerning Conflict of Interest and Open Meetings, Resolution No. 2002/376. Commissioners who also have membership in an organization that provides funding to the Commission must recuse themselves from any discussion and/or vote pertaining to the use of those funds. ● Should a member take on a leadership role within a Standing or Special Committee (Chair or Vice-Chair), the member shall commit to working to as many hours as is needed to complete the project. ● If appointed to the specific geographic District in which they work or reside, i.e.: District I, II, III, IV, and V; also referred to as “District Members”, meet and/or communicate regularly with the Supervisor for their District. District Members shall commit to meeting quarterly with their Supervisors.  At-Large Members of the Commission will endeavor to attend one (1) Board of Supervisor’s meeting a year on behalf of the Commission, resulting in an additional commitment of approximately two (2) hours throughout the entire year.  Be an ambassador and proponent of the Commission and engage people from all cultural and ethnic groups in women’s and girls’ issues and in the work of the Commission. Section 3. Appointment District Members and At Large Members of the Commission shall be appointed by the County Board of Supervisors for fixed and, staggered terms by the County Board of Supervisors. Incumbents may be appointed to successive terms. 3     Se ction 3.   Section 4. Terms of Appointme nt Appointment All seat terms are for a period of threefour (4) years with staggered expiration dates for eight five (5) seats in one (1) year, eightfive (5) seats plus the alternate in the second (2nd) year and ninefive (5) seats in the third (3rd) year. Appointments to seats shall begin on the effective date of appointment and end on the scheduled expiration date for the seat to which the appointment is made. Se ction 4. Section 5. Vacancies The County Board of Supervisors may appoint members to fill unexpired terms of less than three (3) years and incumbents may be re-appointed to successive terms. The Membership Review Committee shall reviewmonitor scheduled and unscheduled membership vacancies as they occur as to appropriateness and need to appoint a replacement. and promptly recruit to fill vacancies. The Membership Review Committee shall consider community experience and minority and geographical representation, and the criteria outlined in Article III (Membership), Section 1 (Members) in formulating a recommendation for review by the CCCWCommission. The CCCW Chairperson and/or Co-Chairs The Membership Committee will present Applicants to the District Supervisors or the Board’s Internal Operations Committee for appointment. The Commission Chair shall report to the County Board of Supervisors any scheduled or unscheduled membership vacancy as it occurs. Se ction 5. The Membership Committee shall also engage in onboarding of new members as well as monitoring of the terms of appointment and meeting attendance. Section 6. Removal Any member Members of the Commission serve at the pleasure of the Board of Supervisors. The following circumstances may be recommendedgr ounds for removal from membership by one of the following actionsthe Commission: 0. Resignation. 1. Failure Members who wish to attend 5 of the resign shall do so in writing to the Commission Chair. 1.2. Absence from three (3) consecutive meetings or five (5) of the eleven (11) Commission meetings scheduled each year (45%).. Members who miss three (3) consecutive meetings and/or whose attendance rate falls below 45% and/or members who miss three consecutive meetings will have their membership automatically reviewed by the Membership Review Committee, which in turn will present a forty- five percent (45%) will trigger an automatic recommendation to the CCCWnotice to the Executive Committee. The Membership Committee shall monitor meeting attendance. 4     3. Lack of participation on CCCW Standing and Special Committees. The Membership ChairpersonCommission Chair shall request information from Committee Chairpersons on an annual basis Chairs regarding member involvement. participation at the conclusion of each quarter. The Membership Review Committee will take this information into consideration when presenting recommendations to the CCCW as referenced in section 2should a meeting attendance recommendation be triggered under number two (2) above. The Board of Supervisors makes the final decision on any recommendations for removal of a Commissioner. 5     4. Poor Conduct. Behavior that violates state law or the County’s policies, as prescribed in the County’s Advisory Body Handbook. ARTICLE IV . OFFICERS Se ction 1. Officers The officers of CCCWthe Commission shall comprise the Executive Committee and shall include a Chairperson and/or Co‐ChairsChair, a Vice-Chair, a Treasurer, and a Secretary. In the event that the responsibilities of a designated office would be best served by two individuals, those individuals elected to  that  position  will  share  the   position  as cooperative officers. Each officer(s) shall be elected  from  among  the  members  of   the  Commission  in  February  of  each  year.   Should  vacancies  occur,  officers  may also  be  appointed  at  the  discretion of the  Chair  and/or  Co‐Chairs  to  fulfill the remaining term of the vacant  position(s).  Se ctionSection 1. Nomination of Officers For annual appointment of Commission Chairperson, and Vice Chairperson the Membership Committee shall announce the solicitation of nominations from the Commission members during the December meeting or the next regularly-scheduled meeting, obtain the nominees’ consent to serve, and announce the slate of nominees at the February Commission meeting, or at the next regularly scheduled meeting. Should one of these positions become vacant during the term of office, nominations will be taken, nominees’ consent to serve will be obtained, and nominees will be announced at the next regularly scheduled Commission meeting. Section 2. Election of Officers A Membership Committee and Chair shall be elected by Commission members at the regularly scheduled Commission meeting each January. A report from the Membership Committee on the nomination of officers shall be given at the regularly scheduled Commission meeting each February. Election of officers shall be held each February. Terms of office shall begin as of the regular meeting in March of each year. Officer(s) shall be elected from among the members of the Commission in February of each year. Should vacancies occur, officers may also be appointed at the discretion of the Chair to fulfill the remaining term of the vacant officer position(s). The election will be conducted publicly through the use of ballots. Ballots will be announced and counted publicly by the Membership Committee. The election of each officer will carry with a majority vote. In the case of a tie vote, the Commission may re-cast ballots until the tie is broken. If, in the opinion of the Chair, the tie will not be broken within a reasonable number of attempts, the election may be deferred until the next scheduled Commission meeting and the current 6     seated officer will remain in office until a new officer is elected. No commissioner shall serve on the Executive Committee until he/she has served 12 consecutive months of his/her term as a commissioner.   Section 3. Term of Office The officers of CCCWthe Commission shall hold office for a term of one (1) year, twelve (12) consecutive months beginning in March of the year of election. In the event elections are held after February in any given year, officers will serve their terms until elections the following year. Officers may succeed themselvesserve consecutive terms.   No commissioner shall serve in the same executive officer position for more than two consecutive years and as a member of the Executive Committee for more than four consecutive years.   In the event the Chairperson(s) Chair is/are unable to complete her/their term of office, the Vice Chair will succeed the Chairperson(s)Chair and fulfill the Chairperson’sChair’s remaining term of office as the presiding officer. The membership will conduct an election to replace the Vice Chair. The Vice- Chair’s successor will serve the remaining term of office. A vacancy in any office may be filled by the by a majority vote of the members attending a special or regular Commission meeting. Se ction 3. Section 4. Duties 1. Chair The Chairperson and/or Co-ChairsChair shall preside at all CCCWconduct meetings, representdevelop agendas, ensure the CCCW whenever full participation of the occasion demands, approve all standing committees, appoint the Chairperson of any standing committees, and callCommissioners present during a specialduly held meeting or a regular , and serve as the official spokesperson for the Commission meeting. The Chair shall also prepare Annual Reports for the County Board of Supervisors, and ensure that all members have completed the Brown Act and Better Government Ordinance training annually. 2. Vice-Chair   The Presiding duties include: opening and adjournment; ascertainment of the existence of a quorum; sequence of business; recognition of members entitled to the floor; statement for a vote on all motions that legitimately come before the assembly; enforcement of rules of debate, and protection of the assembly from frivolous or dilatory motions. The Vice-Chairperson shall assist the Chairperson and/or Co-ChairsVice-Chair shall maintain the historical record of the Commission and manage time at regular or special Commission 7     meetings. The Vice- Chair shall also assist the Chair as directed by the latter and shall assume all the obligations and authority of the ChairpersonChair in the absence of the latter. The  8     3. Treasurer The shall be responsible for trackingTreasurer shall pr epare the annual Commission budget, receive and account for donations and fundraising proceeds, and shall forward all receipts to the County Administrator’s Office for deposit in the County Treasury. The Treasurer shall track and report monthly on the financial activity of the CCCWCommission and liaise with the County Administrator’s Office to arrange authorized disbursements from the Commission’s account. 4. Secretary The Secretary shall take minutes, prepare the regular and executive agenda, and handle any otherregular or special or administrative dutyduties, which may include updating the CCCW website, and more specifically perform the following tasks: 9      Take minutes at meetings. Distribute them to members at least 10 days before next board meeting. Minutes to include reminder of next board meeting date.  Send announcements of otherregular or special Commission meetings as needed, giving at least 10 days’ notice, and send draft minutes to the Chair at least ten (10) calendar days before the next Commission meeting.  File correctedapproved minutes and related handouts for CCCW’sthe Commission’s records. This serves as a historical record of board activities for posterity.  Keep trackEnsure that agendas and minutes are uploaded to the Commission’s website within a month of being approved.  Ensure that the Commission’s calendar is up to date on its website within a month of the next scheduled Commission meeting.  Maintain a record of attendance Se ction 4. Elections  A Nominating of Commissioners as provided by the Membership Committee and Chair shall be elected by Commission members at the regularly scheduled full CCCW meeting each September.  In consultation with the Public Relations Subcommittee, maintain a subscription (distribution) list of individuals who have elected to receive the Commission’s meeting notices and agenda.  Check the Commission’s email account at least twice a week.  Check the Commission’s mailbox at least once a week.  Create, update, and keep name tents of each member for Commission meetings. Section 5. Removal The Commission, by a majority vote, may remove the Chairperson and/or Vice-Chairperson from office and relieve them of their duties. In the event of removal of the Chairperson and/or Vice Chairperson, the Membership Committee shall meet and present nominations for the vacant position(s) at the next regularly scheduled Commission meeting. ARTICLE V. MEETINGS A report from the Nominating Committee on selection of officers shall be given at the regularly scheduled CCCW meeting each January. Selection  of  officersSection 1. Regular Meetings  Regular meetings of the Commission shall be held each February. Terms of office shall begin as of the regular meeting in March of each year. ARTICLE V MEETINGS 1     Se ction 1. Regular Meetings Regular meetings of the CCCW shall be publicly noticed and held at 5:30 p.m. at 7:00 pm on the third (3rd) Tuesday of each month. Exception: CCCWThe Commission generally does not meet one month out of the year. Notice of regular meetings of the CCCWCommission and an accompanying agenda shall be mailed to each representative at least ten (10) daysemailed to each member and publicly noticed on the Commission webpage and at the Clerk of the Board of Supervisors, 651 Pine St., Room 106, Martinez, CA., at least ninety-six (96) hours prior to the day named for such meetingmeeting date. Agendas shall be posted, mailed and made available to the public in accordance with the Brown Act and Contra Costa County Better Government Ordinance.   Section 2. Special Meetings Se ction 2. Special Meetings Special or emergency meetings of the CCCWCommission may be called at any time by the Chairperson and/or Co-Chairs.Chair. Notice of a special or emergency meeting will include the time, date, place, and purpose. The notice, time permitting, shall be not less than three working days before suchNotice of special meetings of the Commission and an accompanying agenda shall be emailed to each member and publicly noticed on the Commission webpage and at the Clerk of the Board of Supervisors, 651 Pine St., Room 106, Martinez, CA., at least twenty-four (24) hours prior to the meeting date.   Section 3. Action at a Meeting: Quorum and Required Vote Se ction 3. Action at a Meeting: Quorum and Required Vote The presence of fifty-A quorum is one (51%)person more than one-half of the currentauthorized membership at a regular meeting of the CCCW constitutes a quorum., or 8 members. Each Membermember present shall have one vote on motions. Members must offer disclosure and abstain from voting or recuse themselves upon issues in which a conflict of interest may constrain impartiality. 1       1. The work of the Commission may proceed by consensus as long as there is no objection from a Member to proceeding in this manner. 2. On any matter where a Member requests a recorded vote, the matter may only be approved if it is approved by approval by a simple majority of the total number of voting members (at least 5 members). 3. Proxy voting is not permitted. 4. The Alternate At Large Member may only vote in the absence of one At Large Member. Section 4. Open Meetings All meetings of the Commission and all meetings of the standing and special committees shall comply with the Brown Act and the County’s Better Government Ordinance. ARTICLE VI. COMMITTEES COMMITTEES Se ctionSection 1. Executive Committee  The Executive Committee, formerly the Steering Committee, shall consist of the Chair and/or Co- Chairs, Vice Chair, Secretary, and Treasurer, and Secretary and shall be established to provide cohesive leadership and continuity to the CCCWCommission. Section 2. Standing Committees Se ction 2. Standing Committees The Executive Committee and/or a majority of the Members may form Standing Committees to manage on-goingongoing functions of the CCCW in order to expedite the business of the CCCW. The Standing Committees are: Outreach Committee, Legislative/Historian Committee, Membership Review Committee, Commission and Public Relations Committee. The Standing Committees shall be formed of at minimum two (2) Members research and maximum of four (4). The responsibilities of each Committee shall be as follows: Outreach Committee: The Outreach Committee’s responsibilities are as follows:  Making the public at large and members aware of the benefits of CCCW membership,  Highlighting current CCCW activities and programs,  Fostering a professional image, proactive, and inclusive of a ll members and groups. This Committee shares responsibility for the CCCW website Legisla tive /Histo ria n  Committee:explore  The Legislative/Historian Committee's responsibilities are as follows:  Identifying and recommend legislative initiative priorities to the CCCW Board and membership for approval. All State or federal legislation supported by the CCCW must 1     be included in the Board of Supervisors’ Legislative Platform or have specific Board of Supervisors’ approval.  Serving as a liaison to CCCW in women's legislative and polic y initiatives  Organizing all legislative events and activities and working with other organizations to seek broad based support for all women initiatives  Disseminating information to membership including legislative updates and alerts; preparation of legislative materials for advocacy purposes, and monitoring federal and state legislation, funding and policy initiatives that affect women’s rights issues in California Membership Committee -depth that come before the Commission. The Membership Committee’s responsibilities are as follows:  Interview applicants and make recommendations to the commission regarding applicant  Submit recommended applicant’s names to the Internal Operations Committee for Board of Supervisor approval and appointment goal of a Committee is to the commission   13     Recommending policies, procedures, and strategies for enhancing the membershipprovide a working forum for interaction and information exchange among members and the public focusing on issues needing in CCCW both numerically and qualitatively to assure a growing and vital membership organization-depth consideration.  Maintaining current membership roster   The Standing Committees are: Events, Legislative, Membership, and Public Relations Committe e. The Public Relations Committee’s responsibilities are as follows : are  Creating, maintaining, and protecting the organization's reputation,  Enhancing its prestige, and present a favorable image  Fielding complaints and advertising the CCCW’s service effectively and accurately. This Committee shares responsibility for the CCCW website Se ction 3. Special Committees The ChairpersonStanding Committees shall be formed of, at minimum, two (2) members and/or Co-Chairs of, maximum, four (4) members, unless approved by the CCCWChair. The Chair and Vice Chair of a Standing or Special Committee shall be responsible for scheduling and presiding over Committee meetings, serve as a point of contact for the Commission, and ensure that the Committee is fulfilling its goals. All Standing Committees shall make progress reports to the Commission at each of the Commission’s regular meetings. 1. Events Committee. The Events Committee’s responsibilities are as follows:   Plan events throughout the year.  Invite speakers to Commission meetings.  Collaborate with outside groups, as needed. 2. Legislative Committee. The Legislative Committee's responsibilities are as follows:   ● Identify and recommend legislative initiative priorities to the Executive Committee. ● Monitor Contra Costa County legislative agendas for Federal, State and County Legislation: ○ Board of Supervisors’ State and Federal Legislative Platforms. ○ Board of Supervisors and Board Legislation Committee Actions, Minutes and/or the Memorandums. ○ If not within expressed Platforms and/or expressed actions by Board, present formal request to the Board of Supervisors seeking Request for Support on behalf of the Commission. Commission members to approve formal requests by majority of the Membersvote. ● Serve as liaison to Commission in women's legislative and policy initiatives. ● Disseminate information to Commission membership, including legislative updates and alerts; prepare legislative materials for advocacy purposes; and monitor federal and   14    state legislation, funding and policy initiatives that affect women’s rights in California. Membership Committee. The Membership Committee shall consist of a minimum of three (3) and a maximum of four (4) members of the Commission who choose not to be considered for election to office. The Membership Committees responsibilities are as follows:   ● Annually in January, solicit nominations for the election of Commission officers, obtain the nominees’ consent to serve, and provide the slate of nominees to the Commission in February ● Interview applicants and make recommendations to the Commission regarding applicants. ● Submit recommended applicants names to the Internal Operations Committee for possible consideration by the Board of Supervisors for appointment, and keep the Executive Committee apprised of the status of pending appointments. ● Engage onboarding with a new Member. ● Recommend policies, procedures, and strategies for enhancing Commission membership, both numerically and qualitatively, to assure a growing and vital organization. ● Monitor meeting attendance as well as report to the Executive Committee should an attendance violation occur. ● Maintain current membership roster. Public Relations Committee. The Public Relations Committee’s responsibilities are as follows: ● Serve as a link between the public and the Commission. ● Maintain the Commission’s social media presence by posting information relevant to women in Contra Costa County. ● Prepare and send out quarterly newsletter. ● Maintain subscription (Listserv) of individuals interested in the Commission’s work, in consultation with the Secretary. ● Create and send out press releases to media outlets in Contra Costa County as needed. ● Maintain the Commission’s website. ● Design and update the Commission’s logo as needed. Section 3. Special Committees The Chair of the Commission and/or the majority of the members may also form Special Committees. Special Committees (“ad hoc” or “select” committees) aremay be formed for a specific purpose and cease to exist after completion of a designated task.   Se ctionSection 4. Terms of Committee Membership The terms of membership for members of Standing Committees of the CCCWCommission shall be one year, twelve (12) consecutive months from appointment. All Members of CCCWEach   15    February, membership of standing or special Committees will be reviewed and confirmed in March. All members of Commission must serve on at least one (1) Standing and/or Special Committee. Se ctionSection 5. Accountability of Committees All Chair and/or Vice Chair of Committees formed by the CCCW or the Executive Committee shall present to the Commission Chair monthly activity reports atdue one (1) week prior in writing to the regularly scheduled meetings and shall have authority to make recommendations to the Committee Commission on matters within the Committee’s area of expertise; only. Only the CCCWCommission may take action on Committee recommendations. ARTICLE VIII . GOVERNANCE The operations of the Contra Costa Commission for Women and Girls shall be governed by its bylaws. To the extent there are any inconsistencies between these bylaws and the resolutions creating the Commission or countywide advisory body policies, the resolutions and countywide advisory body policies will govern.   ARTICLE IX . AMENDMENT OF BYLAWS Proposals to amend the Commission The Bylaws of the Contra Costa Commission for Women may shall be amended after presentation of proposed amendments as a scheduled agenda item in a Regular Commission meeting. Notification of proposed amendments should be given 30 days prior to the next presented at a regular Commission meeting to allow adoptionand voted on at saidthe following regular Commission meeting are prerequisites to amendment of the Bylaws. These bylaws and any bylaw amendments shall be recommended by the Commission and be effective upon approval by the Board of Supervisors.   16    Originally adopted by majority membership vote at the regular Meeting of the Contra Costa County Women’s Advisory Committee on May 18, 1993 and amended on September 21, 1993, March 19, 1996, April 16, 1996, November 21, 2000, April 17, 2007, February 17, 2010, and December 11, 2010. Kirsten Upshaw, Chair Approved by the Contra Costa Board of Supervisors April , 2018, and [2017]. 1 BYLAWS OF THE CONTRA COSTA COMMISSION FOR WOMEN AND GIRLS PROPOSED REVISED APRIL 2019 ARTICLE I. NAME Section 1. The name of this body shall be the Contra Costa Commission for Women and Girls, hereinafter referred to as “the Commission.” Section 2. This body was formed in 1984 as the Advisory Committee on the Employment and Economic Status of Women. In 2000, the Contra Costa County Board of Supervisors approved the Advisory Committee’s request that the association be renamed the Contra Costa Commission for W omen. ARTICLE II. PURPOSE The Commission shall provide information and advice to the Contra Costa County Board of Supervisors and other entities, as necessary, relating to the health and welfare of women and girls in the county. The Commission will strive to increase awareness of women’s and girls’ issues, celebrate the achievements of local deserving women, champion opportunities for women and girls, and recommend legislative solutions at the city, County, State and federal levels. Areas of focus will include, but are not be limited to, socio-economic conditions, workplace issues, social treatment of gender issues, and health and safety for women and girls. ARTICLE III. MEMBERSHIP Section 1. Members The Commission shall not exceed fifteen (15) members plus one Alternate At Large member, and the membership shall be broadly representative of the racial, ethnic, age, religious affiliation, gender, and sexual orientation diversity of the community at large. Members must be at least 18 years of age and work and/or reside in Contra Costa County. The Alternate At Large member is a non-voting member except that he/she shall fill in for a regular At Large member when that member is absent from part or all of a meeting, during which time the alternate member shall constitute a voting member. Section 2. Member Responsibilities. Each member is expected to: ● Attend meetings of the Commission. Members are expected to notify the Chair in advance of any absence from a meeting. Members may be excused by the Chair for authorized absences. A member that is absent from three (3) consecutive scheduled meetings without authorization from the Chair will be considered to have resigned his or her position with the Commission, and the Chair will notify the Board of Supervisors of the vacancy. ● Comply with the Contra Costa County policy for Board Appointees concerning Conflict of Interest and Open Meetings, Resolution No. 2002/376. Commissioners who also have 2 membership in an organization that provides funding to the Commission must recuse themselves from any discussion and/or vote pertaining to the use of those funds. ● Should a member take on a leadership role within a Standing or Special Committee (Chair or Vice-Chair), the mem ber shall commit to working to as many hours as is needed to complete the project. ● If appointed to the specific geographic District in which they work or reside, i.e.: District I, II, III, IV, and V; also referred to as “District Members”, meet and/or communicate regularly with the Supervisor for their District. District Members shall commit to meeting quarterly with their Supervisors .  At -Large Members of the Commission will endeavor to attend one (1) Board of Supervisor’s meeting a year on behalf of the Commission, resulting in an additional commitment of approximately two (2) hours throughout the entire year.  Be an ambassador and proponent of the Commission and engage people from all cultural and ethnic groups in women’s and girls’ issues and in the work of the Commission. Section 3. Appointment District Members and At Large Members of the Commission shall be appointed by the County Board of Supervisors for fixed, staggered terms. Incumbents may be appointed to successive terms. Section 4. T erms of Appointment All seat terms are for a period of four (4) years with staggered expiration dates for five (5) seats in one (1) year, five (5) seats plus the alternate in the second (2nd) year and five (5) seats in the third (3rd) year. Appointments to seats shall begin on the effective date of appointment and end on the scheduled expiration date for the seat to which the appointment is made. Section 5. Vacancies The Membership Committee shall monitor scheduled and unscheduled membership vacancies and promptly recruit to fill vacancies. The Membership Committee shall consider community experience, and the criteria outlined in Article III (Membership), Section 1 (Members) in formulating a recommendation for review by the Commission. The Membership Committee will present Applicants to the District Supervisors or the Board’s Internal Operations Committee for appointment. The Commission Chair shall report to the County Board of Supervisors any unscheduled membership vacancy as it occurs. The Membership Committee shall also engage in onboarding of new members as well as monitoring of the terms of appointment and meeting attendance. Section 6. Removal Members of the Commission serve at the pleasure of the Board of Supervisors. The following circumstances may be grounds for removal from the Commission: 1. Resignation. Members who wish to resign shall do so in writing to the Commission Chair. 3 2. Absence from three (3) consecutive meetings or five (5) of the eleven (11) Commission meetings scheduled each year. Members who miss three (3) consecutive meetings and/or whose attendance rate falls below forty-five percent (45%) will trigger an automatic recommendation notice to the Executive Committee. The Membership Committee shall monitor m eeting attendance. 3. Lack of participation on Standing and Special Committees. The Commission Chair shall request information from Committee Chairs regarding member participation at the conclusion of each quarter. The Membership Committee will take this information into consideration should a meeting attendance recommendation be triggered under number two (2) above. 4. Poor Conduct. Behavior that violates state law or the County’s policies, as prescribed in the County’s Advisory Body Handbook. ARTICLE IV. OFFICERS The officers of the Commission shall comprise the Executive Committee and shall include a Chair, a Vice -Chair, a Treasurer, and a Secretary. In the event that the responsibilities of a designated office would be best served by two individuals, those individuals elected to that position will share the position as cooperative officers. Section 1. Nomination of Officers For annual appointment of Commission Chairperson, and Vice Chairperson the Membership Committee shall announce the solicitation of nominations from the Commission members during the December meeting or the next regularly-scheduled meeting, obtain the nominees’ consent to serve, and announce the slate of nominees at the February Commission meeting, or at the next regularly scheduled meeting. Should one of these positions become vacant during the term of office, nominations will be taken, nominees’ consent to serve will be obtained, and nominees will be announced at the next regularly scheduled Commission meeting. Section 2. Election of Officers A Membership Committee and Chair shall be elected by Commission members at the regularly scheduled Commission meeting each January. A report from the Membership Committee on the nomination of officers shall be given at the regularly scheduled Commission meeting each February. Election of officers shall be held each February. Term s of office shall begin as of the regular meeting in March of each year. O fficer(s) shall be elected from among the members of the Commission in February of each year. Should vacancies occur, officers may also be appointed at the discretion of the Chair to fulfill the remaining term of the vacant officer position(s). The election will be conducted publicly through the use of ballots. Ballots will be announced and counted publicly by the Membership Committee. The election of each officer will carry with a 4 majority vote. In the case of a tie vote, the Commission may re-cast ballots until the tie is broken. If, in the opinion of the Chair, the tie will not be broken within a reasonable number of attempts, the election may be deferred until the next scheduled Commission meeting and the current seated officer will remain in office until a new officer is elected. No commissioner shall serve on the Executive Committee until he/she has served 12 consecutive months of his/her term as a commissioner. Section 3. T erm of Office The officers of the Commission shall hold office for a term of one (1) year, twelve (12) consecutive months beginning in March of the year of election. In the event elections are held after February in any given year, officers will serve their terms until elections the following year. Officers may serve consecutive terms. No commissioner shall serve in the same executive officer position for more than two consecutive years and as a member of the Executive Committee for more than four consecutive years . In the event the Chair is unable to complete her term of office, the Vice Chair will succeed the Chair and fulfill the Chair’s remaining term of office as the presiding officer. The membership will conduct an election to replace the Vice Chair. The Vice-Chair’s successor will serve the remaining term of office. A vacancy in any office may be filled by a majority vote of the members attending a special or regular Commission meeting. Section 4. Duties 1. Chair The Chair shall conduct meetings, develop agendas, ensure the full participation of the Commissioners present during a duly held meeting, and serve as the official spokesperson for the Commission. The Chair shall also prepare Annual Reports for the County Board of Supervisors, and ensure that all members have completed the Brown Act and Better Government Ordinance training annually. 2. Vice-Chair The Vice-Chair shall maintain the historical record of the Commission and manage time at regular or special Commission meetings. The Vice- Chair shall also assist the Chair as directed by the latter and shall assume all the obligations and authority of the Chair in the absence of the latter. 5 3. Treasurer The Treasurer shall prepare the annual Commission budget, receive and account for donations and fundraising proceeds, and shall forward all receipts to the County Administrator’s Office for deposit in the County Treasury. The Treasurer shall track and report monthly on the financial activity of the Commission and liaise with the County Administrator’s Office t o arrange authorized disbursements from the Commission’s account. 4. Secretary The Secretary shall handle any regular or special administrative duties, which may include the following tasks:  Take minutes at regular or special Commission meetings, and send draft minutes to the Chair at least ten (10) calendar days before the next Commission meeting.  File approved minutes and related handouts for the Commission’s records.  Ensure that agendas and minutes are uploaded to the Commission’s website within a month of being approved.  Ensure that the Commission’s calendar is up to date on its website within a month of the next scheduled Commission meeting.  Maintain a record of attendance of Commissioners as provided by the Membership Committee.  In consultation with the Public Relations Subcommittee, maintain a subscription (distribution) list of individuals who have elected to receive the Commission’s meeting notices and agenda.  Check the Commission’s email account at least twice a week.  Check the Commission’s mailbox at least once a week.  Create, update, and keep name tents of each member for Commission meetings. Section 5. Removal The Commission, by a majority vote, may remove the Chairperson and/or Vice-Chairperson from office and relieve them of their duties. In the event of removal of the Chairperson and/or Vice Chairperson, the Membership Committee shall meet and present nominations for the vacant position(s) at the next regularly scheduled Commission meeting. ARTICLE V. MEETINGS Section 1. Regular Meetings Regular meetings of the Commission shall be held at 7:00 pm on the third (3rd) Tuesday of each month. Exception: The Commission generally does not meet one month out of the year. Notice of regular meetings of the Commission and an accompanying agenda shall be emailed to each member and publicly noticed on the Commission webpage and at the Clerk of the Board of Supervisors, 651 Pine St., Room 106, Martinez, CA., at least ninety-six (96) hours prior to the meeting date. Agendas shall be posted, mailed and made available to the public in accordance with the Brown Act and Contra Costa County Better Government Ordinance. 6 Section 2. Special Meetings Special meetings of the Commission m ay be called at any time by the Chair. Notice of a special meeting will include the time, date, place, and purpose. Notice of special meetings of the Commission and an accompanying agenda shall be emailed to each member and publicly noticed on the Commission webpage and at the Clerk of the Board of Supervisors, 651 Pine St., Room 106, Martinez, CA., at least twenty-four (24) hours prior to the meeting date. Section 3. Action at a Meeting: Quorum and Required Vote A quorum is one person more than one-half of the authorized membership, or 8 members. Each member present shall have one vote on motions. Members must offer disclosure and abstain from voting or recuse themselves upon issues in which a conflict of interest may constrain impartiality. 1. The work of the Commission may proceed by consensus as long as there is no objection from a Member to proceeding in this manner. 2. On any matter where a Member requests a recorded vote, the matter may only be approved if it is approved by approval by a simple majority of the total number of voting members (at least 5 members). 3. Proxy voting is not permitted. 4. The Alternate At Large Member may only vote in the absence of one At Large Member. Section 4. Open Meetings All meetings of the Commission and all meetings of the standing and special committees shall comply with the Brown Act and the County’s Better Government Ordinance. ARTICLE VI. COMMITTEES Section 1. Executive Committee The Executive Committee shall consist of the Chair, Vice Chair, Treasurer and Secretary and shall be established to provide cohesive leadership to the Commission. Section 2. Standing Committees The Executive Committee and/or a majority of the Members may form Standing Committees to manage ongoing functions of the Commission and research and explore specific issues in -depth that come before the Commission. The goal of a Committee is to provide a working forum for interaction and information exchange among members and the public focusi ng on issues needing in-depth consideration. The Standing Committees are: Events, Legislative, Membership, and Public Relations. The Standing Committees shall be formed of, at minimum, two (2) members and, maximum, four (4) members, unless approved by the Chair. The Chair and Vice Chair of a Standing or Special Committee shall be responsible for scheduling and presiding over Committee meetings, serve as a point of contact for the Commission, and ensure that the Committee is fulfilling its goals. 7 All Standing Committees shall make progress reports to the Commission at each of the Commission’s regular meetings. 1. Events Committee. The Events Committee’s responsibilities are as follows:  Plan events throughout the year.  Invite speakers to Commission meetings.  Collaborate with outside groups, as needed. 2. Legislative Committee. The Legislative Committee's responsibilities are as follows: ● Identify and recommend legislative initiative priorities to the Executive Committee. ● Monitor Contra Costa County legislative agendas for Federal, State and County Legislation: ○ Board of Supervisors’ State and Federal Legislative Platforms. ○ Board of Supervisors and Board Legislation Committee Actions, Minutes and/or Memorandums. ○ If not within expressed Platforms and/or expressed actions by Board, present formal request to the Board of Supervisors seeking Request for Support on behalf of the Commission. Commission members to approve formal requests by majority vote. ● Serve as liaison to Commission in women's legislative and policy initiatives. ● Disseminate information to Commission membership, including legislative updates and alerts; prepare legislative materials for advocacy purposes; and monitor federal and state legislation, funding and policy initiatives that affect women’s rights in California. Membership Committee . The Membership Committee shall consist of a minimum of three (3) and a maximum of four (4) members of the Commission who choose not to be considered for election to office. The Membership Committees responsibilities are as follows: ● Annually in January, solicit nominations for the election of Commission officers, obtain the nominees’ consent to serve, and provide the slate of nominees to the Commission in February ● Interview applicants and make recommendations to the Commission regarding applicants. ● Submit recommended applicants names to the Internal Operations Committee for possible consideration by the Board of Supervisors for appointment, and keep the Executive Committee apprised of the status of pending appointments. ● Engage onboarding with a new Member. ● Recommend policies, procedures, and strategies for enhancing Commission membership, both numerically and qualitatively, to assure a growing and vital organization. ● Monitor meeting attendance as well as report to the Executive Committee should an attendance violation occur. ● Maintain current membership roster. 8 Public Relations Committee. The Public Relations Committee’s responsibilities are as follows: ● Serve as a link between the public and the Commission. ● Maintain the Commission’s social media presence by posting information relevant to women in Contra Costa County. ● Prepare and send out quarterly newsletter. ● Maintain subscription (Listserv) of individuals interested in the Commission’s work, in consultation with the Secretary. ● Create and send out press releases to media outlets in Contra Costa County as needed. ● Maintain the Commission’s website. ● Design and update the Commission’s logo as needed. Section 3. Special Committees The Chair of the Commission and/or the majority of the members may also form Special Committees. Special Committees (“ad hoc” or “select” committees) may be formed for a specific purpose and cease to exist after completion of a designated task. Section 4. T erms of Committee Membership The terms of membership for members of Standing Committees of the Commission shall be one year, twelve (12) consecutive months from appointment. Each February, membership of standing or special Committees will be reviewed and confirmed in March. All members of Commission must serve on at least one (1) Standing and/or Special Committee. Section 5. Accountability of Committees All Chair and/or Vice Chair of Committees shall present to the Commission Chair monthly activity reports due one (1) week prior in writing to the regularly scheduled meetings and shall have authority to make recommendations to the Commission on matters within the Committee’s area of expertise. Only the Commission may take action on Committee recommendations. ARTICLE VIII. GOVERNANCE The operations of the Contra Costa Commission for Women and Girls shall be governed by its bylaws. To the extent there are any inconsistencies between these bylaws and the resolutions creating the Commission or countywide advisory body policies, the resolutions and countywide advisory body policies will govern. ARTICLE IX. AMENDMENT OF BYLAWS Proposals to amend the Commission Bylaws shall be presented at a regular Commission meeting and voted on at the following regular Commission meeting. These bylaws and any bylaw amendments shall be recommended by the Commission and be effective upon approval by the Board of Supervisors. 9 Originally adopted by majority membership vote at the regular Meeting of the Contra Costa County Women’s Advisory Committee on May 18, 1993 and amended on September 21, 1993, March 19, 1996, April 16, 1996, November 21, 2000, April 17, 2007, February 17, 2010, December 11, 2010, and [2017]. RECOMMENDATION(S): ACCEPT Employment and Human Services Department, Community Services Bureau 2019-20 Planning Calendar, as approved by the Head Start Policy Council and recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The Head Start Performance Standard 1302.101 Management System mandates that the Head Start grantee develop a plan for program operations and that this plan be reviewed and approved by the Head Start governing body. The Board of Supervisors is Contra Costa County Head Start's governing body. This board order accepts the 2019-20 planning calendar for the Community Services Bureau, covering milestones for various Head Start and Community Action programs for the year. The planning calendar will be approved by the Head Start Policy Council on May 15, 2019. CONSEQUENCE OF NEGATIVE ACTION: If not accepted, Department will not be in compliance with Head Start regulations. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: CSB (925) 681-6389 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Nasim Eghlima, Christina Reich C.133 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Date:May 7, 2019 Contra Costa County Subject:2019-20 Employment and Human Services Community Services Bureau Planning Calendar CHILDREN'S IMPACT STATEMENT: The Employment and Human Services Department Community Services Bureau supports three of Contra Costa County’s community outcomes - Outcome 1: Children Ready for and Succeeding in School, Outcome 3: Families that are Economically Self-Sufficient, and Outcome 4: Families that are Safe, Stable, and Nurturing. These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. ATTACHMENTS Planning Calendar 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Communication Camilla Attend BOS Meeting for PD/PY Layoffs Community Action Month BOS Proclamation Meet with individual Board members for updates FHS Committee Presentation Invite Board Members to Centers for Week of the Young Child Reports CaCamilla Monthly Report to BOS/CAO E-Rate Sung E-Rate BEAR (Billed Entity Applicant Reimbursement) /472 E-Rate RFI E-Rate Form 470 USAC PIA Review E-Rate/USAC PIA Review Invoicing USAC/Service Provider for Reimbursement RFI for Next Year's Technology Needs RFI for Tele- Communication/Intern et/Internal Connection Action: BOS Approval for Incoming Funds Review Prior Years E- Rate Form 471 Grant Application E-Rate Form 486 USAC Conference CLOUDS Sung CLOUDS User Group Meeting CLOUDS Staff Training CLOUDS User Conference Review Contract by County Counsel CLOUDS User Group Meeting CLOUDS Staff Training CLOUDS User Group Meeting CLOUDS Renewal Facilities/Center Health and Safety Sung Quarterly Deep Cleaning EHS & Kitchen Annual Deep Cleaning HS Certification for Playground Safety Inspector (Expires Every 4 Years) Quarterly Deep Cleaning EHS & Kitchen Quarterly Deep Cleaning EHS & Kitchen Quarterly Deep Cleaning EHS & Kitchen Health & Safety Officer Committee Meeting Health & Safety Officer Committee Meeting Health & Safety Officer Committee Meeting Health & Safety Officer Committee Meeting Emergency Preparedness Training and Great Shake Out Statewide Earthquake Drill BOARD OF SUPERVISORS BUSINESS SYSTEMS E-Rate Form 471 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 1 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Families Katharine Pam Family Newsletter Family Newsletter Family Newsletter Monthly Early Closure Letters Part-Day Closure Reminder Letters to Families Year-end celebrations Monthly Parent Meetings PD/PY Calendar Given to Families PD/PY 1 Week Winter Break Pam Provide Family Handbooks to Families Pedestrian Safety Training Required Begin Kindergarten Transitions/ Training Family Handbook Updates (Every 2 years, 2017-2019) Child Abuse/DV Prevention Training Required Summer Safety Newsletter Staff Camilla Update external calendar meetings Vacation Request due for 4th Quarter Vacation Request Due for 1st Quarter Vacation Request Due for 2nd Quarter Vacation Request due for 3rd Quarter Camilla Quarterly Staff Newsletter Quarterly Staff Newsletter Quarterly Staff Newsletter Quarterly Staff Newsletter Camilla SAM Quarterly Report SAM Quarterly Report SAM Quarterly Report SAM Quarterly Report Katharine Monthly Cluster meetings Bi-monthly All-Cluster meetings Bi-monthly All-Cluster meetings Bi-monthly All-Cluster meetings Bi-monthly All-Cluster meetings Bi-monthly All-Cluster meetings Bi-monthly All-Cluster meetings Regional Office (RO)Katharine Monthly Calls with the RO School Readiness (SR) Visit for RO Child Restraint System annual waiver due Nov 1 School Readiness (SR) visit for RO Child Outcomes Year- End Report to RO via CAO report Child Outcomes Baseline Report to RO via CAO report Child Outcomes Mid-Year Report to RO via CAO report Community Assessment 2017-2021 Major Update Every 5 years Nelly Prepare Community Assessment Updates Narrative for Continuation Grant Submit Executive Summary with HS/EHS Continuation Grant Finalize Community Assessment Action: Present Community Assessment Executive Summary Report for PC, BOS, and Staff PD/PY 1 Week Spring Break (Alligned with Local School Districts) COMMUNICATION Community Work Days Community Work Days Back to School Nights COMMUNITY ASSESSMENT Researching Community Assessment Updates- Year 3 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 2 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Give Kids a Smile Day Pam Give Kids a Smile Day (GKSD) - Planning Meetings with Contra Costa Dental Society, Children's Oral Health Program Give Kids a Smile Day Preparation and Implementation of GKSD Plan Every Day in Month of January Give Kids a Smile Day Event- February 1, 2019 (1st Friday of the Month of February) Give Kids a Smile Day Post Meeting La Clinica and Life Long Dental Vans Monthly at Selected Sites Hearing and Vision Certification/Training CSB & CHDP Hearing & Vision Training for CSB and Local Health Providers CSB & CHDP Hearing & Vision Training for CSB and Local Health Providers CSB & CHDP Hearing & Vision Training for CSB and Local Health Providers Healthy and Active Lifestyle Pam National Food Day - October 24th "Pride in Food Service Week" -- First week in February National Nutrition Month Annual California Dietetic Association Meeting & Exhibition National Fruit and Veggie Day (June 17th is Eat All Your Veggies Day) Monthly Parent Meetings / Trainings Family Engagement Pam Collect WOTYC Plans for Centers WOTYC Celebrations Collect Year-End Celebration Plans for the Center Year-End Celebrations Sophia Health & Nutrition Services Advisory Committee Meeting Health & Nutrition Services Advisory Committee Meeting COMMUNITY ENGAGEMENT Fall Harvest Festivals EHS PFCE Prep/Planning Home Family Activities to support SR PFCE Goals HS PFCE Prep/Planning Home Family Activities to support SR PFCE Goals Open House EHS PFCE Home Family Activities to support SR PFCE Goals HS PFCE Home Family Activities to support SR PFCE Goals 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 3 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Ron EHS: Take home family activities monthly Dec- June Amy HS: Take home family activities monthly Dec- June Pam Make Parenting A Pleasure Curriculum (Monthly excluding August) Male Involvement Quarterly Event Male Involvement Quarterly Event Male Involvement Quarterly Event Male Involvement Quarterly Event CSD Meetings and Trainings Christina 2019 CAP Annual Convention-Chicago, Illinois CalCapa Conference - location TBD Quarterly CAC Meeting Quarterly CAC Meeting Quarterly CAC Meeting Quarterly CAC Meeting EOC Meetings/Events Christina Monthly EOC Business Meetings Election of EOC Executive Committee Officers Present the 2019 Board of Supervisors Annual Report to EOC EOC Staff Present 2019 Legislative Platform Adopted by BOS to EOC Form 700 due to Clerk of BOS Community Action Month: EOC Outreach Event Itsy Bitsy Read and Parent Power Reading Workshops (year round) COMMUNITY SERVICES BLOCK GRANT ESL Classes at GMCESL Classes at GMC Family Financial Fitness Workshops Prep/planning Take Home Activities Prep/planning Take Home Activities 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 4 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Subcontractors Christina EOC Members Begin 2019-20 Subcontractor Onsite Monitoring EOC RFI Process for 2020-21 CSBG Contracts Subcommitte to Review CSBG Proposals for 2020-21 Subcontractor Contracts 2020-21 Awawrded Subcontractors and CSBG Budget presented to the EOC Annual CSBG Roundtable Reporting/Audits Christina 20th: Bi-Monthly Expenditure Due to CSD (May & June) 20th: Bi-Monthly Expenditure Due to CSD (Jul & Aug) Year-End Budget Modification Developed w/Fiscal Subcommittee to CSD 20th: Bi-Monthly Expenditure Due to CSD (Sept & Oct) 20th: Bi-Monthly Expenditure Due to CSD (Nov & Dec 2018) 20th: Annual Programmatic Reports due: CSD 801 NPI, CSD 295-CCR Due 20th: Bi-Monthly Expenditure Due to CSD (Jan &Feb 2019) 20th: Bi-Monthly Expenditure Due to CSD (Mar & Apr) Organizational Standards reviewed by CSD 15th: Last day to Submit Budget Modification to CSD (If necessary) 1st: CSBG Information System (IS) Report due to CSD (Jan-Dec 2019) 31st: 2019 CSBG Close Out Report Due to CSD EESD Contracts Nelly Management Bulletin for CDE Refunding Application Application Due for CDE Refunding Application For Next Fiscal Year Submit Self-Evaluation to CDE on June 1st. Compile AP Parent Surveys Review AP Parent Survey Results & Share with Senior Mgmt. BOS, and PC. Submit Report to Analyst. Amy Full Day-Begin Screenings and DRDP Assessments Part Day-Begin Screenings and DRDP Assessments Complete ECERS/ITERS by 11/30 Complete DRDP Summary of Findings by 12/30 Compile DRDP Parent Surveys by Contract Complete Agency Summary of Findings Review Parent Survey Results & Share with Senior Mgmt. BOS, and PC. Submit Report to Analyst. LIHEAP/DOE Sung Begin LIHEAP Contract with CSD for PY 2020 End of PY LIHEAP Contract Begin on DOE Contract with CSD for PY 2018 End of PY DOE Contract CSBG Christina Begin Request for Information (RFI) for CSBG Contract w/ CSD for PY 2020-21 RFI Information session for potential subcontractors Begin executing 2020- 2021 CSBG contracts Partnerships Nasim CACFP Contract Begin Contract Renewals for Contracts Due in November Begin Contract Renewals for Contracts Due in December and January Action: BOS Approval of All Contracts Begin Contract Renewals for Contracts Due in July (Pending Slots) Action: BOS Approval of All Contracts CONTRACTS Draft Self-Evaluation Action Plan Prepare, Distribute and Collect Parent Survey for Alternative Payment Programs Prepare, Distribute and Conduct DRDP Parent Survey for Center Based Programs 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 5 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Eligibility/ Enrollment Sarah Monthly Enrollment Report Due to HSES by the 7th & Purge Protocol Completed by the 5th Weekly 30-day Full Enrollment Checks and Reports New Federal Income Guidelines Issued PD/PY Classes End PD/PY Classes Begin Recruitment Sarah Review/ Revise Recruitment Materials Begin Major Recruitment Drive Monthly - Purge Waitlist Submit Request for Flyers to be Mailed with Public Benefit Quarterly Reports Submit Request for Flyers to be Mailed with Public Benefit Quarterly Reports Selection Sarah Hold Selection Criteria Meeting with Staff, Parents, and Program Services Subcommittee Action: PC Approves Selection Criteria and Recruitment Plan Action: BOS Approves Selection Criteria and Recruitment Plan Establish Procedure and Timelines for Rollover Purge Over-Income Waiver List Attandance & Planning Sarah Monthly Attandance Report for BOS/PC Slot Planning for Next PY Slots Map Finalized for Next PY and Distribute Reports Eric CDE 4th Quarterly Report Due Operating Information in the Comprehensive Annual Financial Budget Input in HSES Due to ACF for Next PY CDE 1st Quarterly Report Due Audit Report Due to State (CDE) by November 15th County Single Audit begins CDE 2nd Quarterly Report Due Baseline Budget (BFM) and Budget Narrative Due Countuy Performance Report Due CDE 3rd Quarterly Report Due Report the Results of Prior Year Single Audit to PC Fiscal Reports to PC & BOS County Year-End Close- Out Continues: Submission of Journals, Accruals, and Deferrals to Auditor's Office Complete Risk Assessment for Each Subrecipient Child Development Audit Begins Single Audit Certification of Subrecipients Cut-off for Encumbrance of HS/EHS 2017 Funds Personnel Cost Forcasting (PCF) Report due Site Review of Delegate Agency Due Final financial Status Report SF-425 Due to ACF Stage 2 & CAPP Reports Due to CDE (20th of each month) CSBG Report Due to CSD (bi-monthly due on the 20th) CSBG Report Due to CSD (bi- monthly due on the 20th) CSBG Report Due to CSD (bi-monthly due on the 20th) Mid-year Projections Due to CAO CSBG Report Due to CSD (bi-monthly due on the 20th) CSBG IS Form Due 3/1 CSBG Report Due to CSD (bi-monthly due on the 20th) CSBG Report Due to CSD (bi-monthly due on the 20th) Eligibility & Enrollment Clinics FISCAL ELIGIBILITY, RECRUITMENT, SELECTION, ENROLLMENT, AND ATTENDANCE (ERSEA) Continue Recruitment Drive CS Desk Guide and Forms review (Every 2 years - 2017) 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 6 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE County Year-End Close- Out Begins: Cut Off for Encumbrances Adjustment Deposit Permit Annual Financial Status Report SF-425 Due to ACF Internal Control Checklist on Casn and Petty Cash due to Auditor's Office Semi-Annual Financial Status Report SF-425 Due to ACF Head Start & Early Head Start Fiscal Year Begins Budgets Eric State/County Fiscal Year Begins July 1st Schedule of Expenditures of Federal Awards Due to Auditor Controller's Office Indirect Cost Rate Proposal Due to US Dept. of Health & Human Services Current Year's Budget Adjustments Due to Auditor Controller's Office Subrecipient & Contractor Determination Checklist State/County Fiscal Year Ends June 30th CACFP CMIPS Submitted Finalize 2018 Operational and T & TA Budget for HS/EHS; 2018 Budget for PC Discussion and Approval Mandatory & Discretionary List to CAO Year-end Appropriation Adjustments HS/EHS Grants (09CH9115)Nasim Conduct Grant Writing Process with Assigned Team Members (Including: Goals & Objectives) Action for 09CH010862: Request PC Approval for Submission of Grant, Budgets and Goals & Objectives. Action: Upload Grants Through HSES Present Grant Cycle Process Overview to PC at Orientation Action for 09HP0012: Request PC Approval for Submission of Grant, Budgets and Goals & Objectives. Action: Upload Grants Through HSES Develop Grant Timeline in Conjunction with PC/BOS Meeting Dates for Approval Requests Present to PC: Review of Continuation Grant Cycle Action for 09HP000111: Request PC Approval for Submission of Grant, Budgets and Goals & Objectives. Action: Upload Grants Through HSES Share Grantee Timeline Tasks with Delegate HS/EHS Grants (09CH9115) (cont'd) Program G/O Updates Semi-Annual Report Disseminated to Staff, Department Director, PC, and BOS AND Issue Task and Timelines for 09CH010862 Program G/O Updates Semi-Annual Report Disseminated to Staff, Department Director, PC, and BOS AND Issue Task and Timelines for 09HP0012 Issue Task and Timelines for 09HP000111 Announce Continuation Grant Cycle to PC, Including Year-End Monitoring Results (CSB Director's Report) HS/EHS Grants (09CH9115) (cont'd)Haydee SF-425 Semi-annual report due to ACF Action: Upload Budget by object total and justification thru HSES SF-425 Annual Report due to ACF SF-425 Final Report due to ACF GRANTS 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 7 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE EHS-CCP Grant #1 (09HP0012)Angela SF-425 Annual report due to ACF SF-425 Final Report due to ACF Receive Funding Guidance Letter SF-425 Semi-annual report due to ACF Get PC/BOS Approvals Due April 1 Action: Upload Budget by object total and justification thru HSES EHS-CCP Grant #2 (09HP000111)Angela SF-425 Annual report due to ACF SF-425 Final Report due to ACF Receive funding guidance letter Get PC/BOS approval SF-425 Annual report due to ACF Due June. 1 Action: Upload Budget by object total and justification thru HSES Tracking Reni Monthly Personnel Tracking reports: WC/FMLA/LOA Performance Review – every other month Staff & Center Roster Vacant/Filled Report Olga Ongoing Permit expiration notices to staff Monitoring Reni Ongoing Personnel File Monitoring including partners Performance Review notices Performance Review notices Performance Review notices Positions Control Review Performance Review notices Performance Review notices Performance Review notices Personnel Budget review. Monitor transcripts TAT Monitor transcripts TAT Monitor transcripts TAT PD/PY Reni Return-To-Work Letter to Laid off PD/PY staff (August 1st) PD/PY Employees return Action: Board Order to Layoff PD/PY Staff Action: PD/PY layoff approval by PC Order of Layoff PD/PY Staff Notice of Proposed Action for Layoff Summer closure & PD/PY Staff Layoff Notice of Action for Layoff HUMAN RESOURCES 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 8 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Reporting Reni/Olga Program Information Report LIC 500 to Licensing LIC 500 to Licensing Risk Management Loss Control Report - Share w/Senior Mgmt. OSHA Reports posting at all sites LIC 500 to Licensing Remove OSHA Reports posting from sites LIC 500 to Licensing Required Training Olga Ongoing Sexual Harassment Awareness Training (line staff every 3 years and supervisor every 2 years) National Voter Registration Act Training (Annually July/Aug.) CSB Policies and Procedures Review by all staff Chronological Supervision & Progressive Discipline Training Civil Rights Training (Every 2 years Jan./Feb.) CSB Protocol for Hourly Head Count and Transition training for staff Preventive Health & Safety (EMSA) (At time of hire once or twice per year) Child Abuse & Domestic Violence Awareness Training-At time of hire Confidentiality Training (Annually Apr./May) Illness and Injury Prevention plan Review Ongoing new employee orientation Licensing Orientation (At time of hire for SS) First Aid CPR (Every 2 years ongoing) Integrated Pest Management Training (Annually Sept./Oct.) Mandated Reporter (At time of hire)-EHSD CSB Standards of Conduct 15 Hours of Professional Development (Ongoing) General HIPAA Awareness Training (upon hire and bi- annual for applicable staff) Labor Reni Local 1 presentation at NEO (monthly) Labor -Management Meeting Labor -Management Meeting Meet & Confer Layoff PD/PY Staff Warning Letter to Layoff PD/PY staff Labor -Management Meeting Annual Bid Labor -Management Meeting Recruitment Olga Ongoing recruitment at One-Stops and Community Fairs Career Intro Career Fair Outreach fair at Loma Vista Adult Center Recruitment CCC, DVC & Los Medanos College job fair Recruitment DVC Recruitment Solano Community College job fair Career Intro Career Fair (May) Mills College Tabling Career Event Pittsburg CofC & Pittsburg USD CareerLink Fair Career Intro Career Fair Mount Diablo USD Career Fair West Bay USD Career Fair (being researched) Legislation Monica Quarterly Report at Senior Management Meeting Quarterly Report at Senior Management Meeting Quarterly Report at Senior Management Meeting Report on Federal Budget Quarterly Report at Senior Management Meeting Report to Sr. Management on May's Legislative Revision Nelly Monthly Quality Control Review of Utility Assistance CSD Console Bi-Annual On-Site Monitoring Visit CSD Console Bi-Annual On-Site Monitoring Visit CSD Annual On-Site Monitoring Visit Quarterly Quality Control Review with DCD (3rd Thursday) Quarterly Quality Control Review with DCD (3rd Thursday) Quarterly Quality Control Review with DCD (3rd Thursday) Quarterly Quality Control Review with DCD (3rd Thursday) Monitoring/Review LOW INCOME HOME ENERGY ASSISTANCE PROGRAM/DEPARTMENT OF ENERGY LEGISLATION 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 9 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Nelly Monthly Utility Assistance Meeting Quarterly Local Service Provider Meeting Quarterly Local Service Provider Meeting Quarterly Local Service Provider Meeting Quarterly Local Service Provider Meeting Bi-Monthly LIHEAP/DOE Meeting with DCD Bi-Monthly LIHEAP/DOE Meeting with DCD Bi-Monthly LIHEAP/DOE Meeting with DCD Bi-Monthly LIHEAP/DOE Meeting with DCD Bi-Monthly LIHEAP/DOE Meeting with DCD Bi-Monthly LIHEAP/DOE Meeting with DCD Energy Annual Convention Reports Sam/Sung 20th: EARS Monthly Report Nelly 1st Period Monitoring Begins: Center, Curriculum Fidelity, Education, N&E, and CS 2nd Period Monitoring Begins: Center, Curriculum Fidelity, Education, N&E, and CS End Monitoring Semi-Annual Child Safety Checklist Semi-Annual Child Safety Checklist Nelly Present 2nd Period Semi-Annual Report to PC Monitoring/ Self- Assessment Subcommittee, PC, CAO, ACF, Senior Managers, Site Supervisors, CS Managers, Partners, and Staff Present 1st Period Semi-Annual Report to PC Monitoring/ Self Assessment Subcommittee, PC, CAO, ACF, Senior Managers, Site Supervisors, CS Managers, Partners, and Staff Review Slot Map Plans and Update for New Period Schedule for Center Monitoring and Sample Size Calculation for Files and Classrooms Communication Magda Quarterly Grantee and YMCA Quarterly Grantee and Delegate Meeting Annual Partner Director Meeting/ Quarterly Grantee and YMCA Community Based Partnerships MOU Status Check Quarterly Grantee and Delegate Meeting Quarterly Grantee and YMCA Quarterly Grantee and Delegate Meeting Quarterly Grantee and YMCA Quarterly Grantee and Delegate Meeting Monthly CoCo Kids Meetings Meetings/Conferences PARTNERSHIPS - CHILD CARE ON-GOING MONITORING CLASS Monitoring CLASS Monitoring Monitoring Review/Update Content of Monitoring Tools and Handbooks Root Cause Analysis Root Cause Analysis Reports 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 10 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Pedestrian Safety Training Required Begin Kindergarten Transitions/ Trainings Bi-monthly CSB and Partner Education Cluster Meeting Bi-monthly CSB and Partner Education Cluster Meeting Bi-monthly CSB and Partner Education Cluster Meeting Bi-monthly CSB and Partner Education Cluster Meeting CLASS Training for Partners Bi-monthly CSB and Partner Education Cluster Meeting Child Abuse/DV Prevention Training Required Bi-monthly CSB and Partner Education Cluster Meeting Fees/9400 Trainings for State Partners Strategic Planning Camilla Revisit 2016-2018 Strategic Initiatives Finalize Strategic Plan, Changes Including Timeline, Outcomes, and Measurements Strategic Plan Updates to Staff and PC Planning Calendar Nasim Request Planning Calendar Updates from Senior Management leads (As Assigned/Up- Date assignments) Leads Review and Update Sections Send to SAM for Review by the 15th Present Planning Calendar to PC Program Services Subcommittee Action: Request PC approval of Planning Calendar Action: BOS Approval Present Updates to Staff Policies & Procedures Bi-annually (2017-18) Nasim Distribute Hard Copies to Centers/ Administrative Offices. Post on the Intranet. Conduct Annual Staff Training on Service Plans and P&P's Distribute Assignments to Senior Managers/CS Managers Review Team Senior Managers/ Managers Send Updates to the Analyst Analyst Gets SAM Approval Enlist PC Sub- Committee for Review/Input to Service Plans and P&P's and Analyst to Finalize and Gets Final SAM Approval Action: Submit to PC and BOS for Approval /Order Copies of Approved P&P's for Centers/Administration and Post on CSB Intranet PC Meetings and Trainings Pam Recognition of Outgoing PC Members PC Orientation (off- site) on Saturday September (TBD) and Election of New PC Executive Committee Facilitative Leadership Training Ethics/Brown Act Video Training Due PC/BOS Joint Meeting PC Orientation Planning Begins PC/BOS Joint Meeting Planning Begins Make-Up PC Orientation PLANNING POLICY COUNCIL Report Progress on CSB Strategic Plan 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 11 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Monthly PC Meeting (except July and December) Monthly Subcommittee Meetings (except July and December) Begin Recruitment for Subcommittee Finalize Subcommittees Annual Report Nasim Disseminate/Distribute Annual Report to Public and Staff Begin Annual Report Process and Gather Content from Sr. Mgrs. and CSMs Finalize Annual Report Annual Report Final Approval from SAM Present/Distribute Annual Report to PC and BOS/CAO Program Information Report Sarah Quarterly Meeting CSB & FBHS Upload PIR by August 31st Submit to BOS in CAO Report; Present at SAM, Sr. Mgmt. & Cluster Mgmts.. Quarterly Meeting CSB & FBHS Present to PC Quarterly Meeting CSB & FBHS Quarterly Meeting CSB & FBHS Equipment and Files Carlos Annual County Equipment Inventory Report Confirmation Program Year prior to Last Program Year Drop Files to Warehouse for Storage Release Files Past Destruction Date to County for Shredding Prior Program Year Archived Files Stored at Sites for One Year Reports Amy Present Final Update of SR Goals from Previous Year to PC Program Svs subcomm., PC, BOS, Sr Mgmt., staff Present Baseline SR goals to PC Prog Svs Subcommittee & SR.Mgmt. Present Baseline SR goals to PC, BOS & staff. Present Mid-Year SR Updates to PC Prog Svs Subcomm.& Sr Mgmt. Present Mid-Year SR Updates to PC, BOS, & staff. Final DRDP Outcomes Report to PC Program Svs subcomm., PC, BOS, Sr Mgmt., & staff First DRDP Outcomes Report for Current Program Year to PC Prog Svs subcomm. & Sr Mgmt. First DRDP Outcomes Report for Current Program Year to PC, BOS & staff. 2nd DRDP Outcomes Report for Current Program Year to PC Prog Svs Subcomm. & Sr Mgmt. 2nd DRDP Outcomes Report to PC, BOS & staff. SCHOOL READINESS (SR) RECORD KEEPING & REPORTING 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 12 2019-20 CSB Planning Calendar ACTIVITY SPONSOR JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Transitions: Into, Throughout & Out of Program Amy In-Service for FD/FY Teachers Education P&Ps Pre-Service for PD/PY Teachers Kinder-Readiness Activities: Parent Meetings, RMTK Kinder-Readiness Registration Information to Parents and Visits to Kinder Classes Prepare Kindergarten Transition Packets Distribution of SR Packets/ backpacks (Transition to Kindergarten) Amy & Ron PITC Training for EHS staff PITC Training for EHS staff PITC Training for EHS staff PITC Training for EHS staff PITC Training for EHS staff Self Assessment Activities Nasim Recruit PC Self-Assessment Sub-Committee Begin Self-Assessment Process Planning Identify Sites and Classrooms for Self- Assessment and Instruments Conduct Self- Assessment (CSB/FBHS) Action: Submit Final Report and Obtain Approval of Corrective Action Plans as Necessary (ACF/PC/BOS/CSB Director) Link any Self-Assessment Findings to G&O's for Continuation Grant and T & TA Plan Self Assessment Activities (cont'd) Present Process to PC and Broaden Subcommittee Membership Develop Self- Assessment Schedule and Send Out Notification Form Self-Assessment Teams for Review at CSB and Delegate Agency Sites Train Community Volunteers/PC Subcommittee Members Families Nelly Distribute Stage 2/CAPP Program Handbook (If updates made) Monitoring/Reports Nelly Quarterly File Monitoring Due Fiscal Audit Quarterly File Monitoring Due Quarterly File Monitoring Due Quarterly File Monitoring Due Meetings/Conferences Nelly Monthly CSAM & Unit Meetings CAPPA & CCDAA Annual Conference Review and Update Stage 2/CAPP Program Handbook (if applicable) CALWORKS STAGE 2/ALTERNATIVE PAYMENT PROGRAM SELF ASSESSMENT 2019-20 Planning Calendar for Community Services Bureau Approved by Policy Council - Approved by Board of Supervisor - 13 RECOMMENDATION(S): ACKNOWLEDGE receipt of notice from Patrick Dixon, Ph.D., MFT, a self-employed individual, requesting termination of Contract #27-144-18, effective at the close of business on April 12, 2019. FISCAL IMPACT: This contract is funded entirely by Contra Costa Health Plan (CCHP) Enterprise Fund II. BACKGROUND: On September 25, 2018, the Board of Supervisors approved Contract #27-144-18 with Patrick Dixon, Ph.D., MFT, for the provision of outpatient psychotherapy services for CCHP members, for the period from October 1, 2018 through September 30, 2020. The Department received a letter from the Contractor, requesting termination of this Contract. In accordance with General Conditions, paragraph 5 (Termination), the Contractor served the Department 30 days written notice of cancellation of this contract. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: noel garcia, Marcy Wilhelm C.134 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Acknowledge Termination of Contract #27-144-19 with Patrick Dixon, Ph.D., MFT CONSEQUENCE OF NEGATIVE ACTION: The contract will not be terminated in accordance with the Termination provision of the contract's General Conditions. RECOMMENDATION(S): APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review and Credentialing Committee on March 12, 2019, 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: 05/07/2019 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Heather Wong, Marcy Wilhelm C.135 To:Board of Supervisors From:Anna Roth, Health Services Director Date:May 7, 2019 Contra Costa County Subject:Approve New and Recredentialing Providers in Contra Costa Health Plan’s Community Provider Network ATTACHMENTS List of Providers Contra Costa Health Plan Providers Approved by Peer Review and Credentialing Committee March 12 , 2019 CREDENTIALING PROVIDER S MARCH 2019 Name Specialty Barker, Luz, BS Qualified Autism Professional Barnett, David, BCBA Qualified Autism Provider Brewer, Melody, MD Primary Care Internal Medicine/ Pulmonary Disease Ghanta, Swapna, MD Surgery – General Malvehy, Mario, MD Phlebology/Urgent Care Mashore, Carley, RBT Qualified Autism Paraprofessional Mohler, Kristina, BCBA Qualified Autism Provider Nat han, Manjari, MD Pulmonary Disease Owens, Tosha, BA Qualified Autism Professional Padilla, Noelani, BA Qualified Autism Professional Robertson, Rachel, PA Mid -Level Orthopaedic Surgery Assistant Shah, Gita, MA Qualified Autism Provider RECREDENTIALING PROVIDER S MARCH 2019 Name Specialty Challenor, Peter, L.Ac Acupuncture Chin, Brian, MD Surgery – General Surgery – Bariatric Cohen, Michael, MD Pulmonary Disease Daniels, Stewart, MD Ophthalmology DeVane, Barbara, DO Ophthalmology Elliott, Ro bert, MD Primary Care Pediatrician Fessel, Mary, NP Mid -Level Family Planning Graham, Karen, MD Ophthalmology Grosserode, Robert, MD Ophthalmology Harrison, Steven, MD Ophthalmology Hoffmann, Victorina, MD Primary Care Internal Medicine Johnson, Matt hew, DO Pain Medicine Kennedy, Sara, MD Family Planning Kim, Haena, MD Surgery – Plastic & Reconstructive Kindy -Baillot, Nadine, MD Ophthalmology Kramer, Kristina, MD Pulmonary Disease Lamberty, Norman, MD OB/GYN Le, Tuong -Vi, OD Optometry Marwaha, Jatinder, MD Primary Care Internal Medicine/ Sleep Medicine McGhee, Maureen, PA Mid-Level Urgent Care Contra Costa Health Plan Providers Approved by Peer Review and Credentialing Committee March 12, 2019 Page 2 of 2 RECREDENTIALING PROVIDER S MARCH 2019 Name Specialty Merchant, Kanwal, MD Primary Care Pediatrician Moulton -Barrett, Rex, MD Surgery – Plastic and Reconstructive/ Surgery – Transgender/Otolaryngology Nachtwey, Frederick, MD Pulmonary Disease/Sleep Medicine Navolanic, Peter, MD Primary Care Family Medicine Pandurangi, Keshav, MD Surgery – Vascular Parnow, Kathrynn, BCBA Qualified Autism Provider Peymani, Parissa, DC Chiropractic Medicine Respicio, S. Gabriel, OD Optometry Rohrig, Scott, BCBA Qualified Autism Provider Rusby, Marsha, MFT Mental Health Services Sagli, Stacy, BCBA Qualified Autism Provider Schuman, Emily, BCBA Qualified Autism Provider Swann, Beverly, MFT Mental Health Services Warren, Kaitlin, NP Primary Care Pediatrician Zheng, Wei, MD Urology RECREDEN TIALING ORGANIZATIONAL PROVIDER S MARCH 2019 Provider Name Provide the Following Services Location Bay Area Surgical Specialist Services, LLC Ambulatory Surgery Center Walnut Creek Moraga Post Acute Skilled Nursing Facility Moraga bopl-March 12, 2019 RECOMMENDATION(S): REFER to the Family and Human Services Committee for discussion the Employment and Human Services Department, Community Services Bureau's elimination of Head Start Home Based Program services for children ages three to five. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The Community Services Bureau (CSB) is proposing permanently eliminating Home Based Program services, effective June 14, 2019. The one Early Childhood Educator-Project position would be permanently eliminated, as well. The twelve (12) Home-Based slots will be relocated to twelve (12) Head Start Center Based slots. Thus, there will be no loss of slots/services and CSB will be able to meet the growing need for Center Based services. This Board Order is to request this subject matter be referred to the Family and Human Services Committee for discussion. On an ongoing bases, CSB analyses multiple data to inform decisions that ensure program design continues to meet the changing needs of children and families in the community. CSB has seen a reduced need for pre-school home-based services over the past several years. In 2016, CSB implemented a slots reduction, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Camilla Rand, 925.681.6301 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.136 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:May 7, 2019 Contra Costa County Subject:Referral to Family and Human Services Standing Committee, Head Start Program Change Discussion BACKGROUND: (CONT'D) which included the reduction of our Head Start Home Based services to one caseload of 12 slots. This year to date, CSB has only been able to fill all 12 Home Based slots during one month, with an average monthly enrollment of 8. As CSB looks towards slot planning for next year, only 3.2% of children on the waitlist, age-eligible for preschool list home base as a desirable option. This rate reduces to .05% when looking at new applications since 2018. To remain responsive to the needs of the community, CSB is requesting to increase the availability to Center Based services through converting Home Based slots into Center Based. With the conversion of the Home Based slots into Center Based, there will be no need of employing an Early Childhood Educator. The incumbent is interested to transition/bid into a Teacher-Project position prior to or on June 14, 2019. At this time CSB has several vacant Teacher-Project positions. A Meet and Confer with PEU, Local 1 was conducted on April 16, 2019. Agreement was reached about termination of the Home Based Program, conversion of the Home Based slots into Center Based slots and the transition (bid) of the Early Childhood Educator into a Teacher-Project position (incumbent meets the Minimum Qualifications for this position). Teacher-Project and Early Childhood Educator-Project are comparable positions. CONSEQUENCE OF NEGATIVE ACTION: Negative action would impede the Community Services Bureau's ability to optimize service delivery in a timely and transparent manner. RECOMMENDATION(S): RECEIVE Civil Grand Jury Report No. 1903, entitled "Safeguarding he Library's Local History Collection" (attached), and REFER the report to the County Administrator and County Librarian for response. FISCAL IMPACT: No fiscal impact. BACKGROUND: On April 18, 2019, the 2018/19 Civil Grand Jury filed the above referenced report, attached. Per standard procedures, this action alerts the Board of Supervisors that the report has been received and directs appropriate staff to review the report, provide the Board of Supervisors with an appropriate response, and forward the Board's approved response to the Superior Court no later than July 22, 2019 (90 days from the April 23, 2019 receipt). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: May 7, 2019 , County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: County Librarian, CAO-Muni Svcs C.137 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:Civil Civil Grand Jury Report No. 1903, entitled "Safeguarding he Library's Local History Collection" ATTACHMENTS Civil Grand Jury Report No. 1903: Safeguarding the Library's Local History Collection Contra Costa County 2018-2019 Grand Jury Report 1903 Page 1 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury Contact: Richard Nakano Foreperson 925-522-6941 Contra Costa County Grand Jury Report 1903 Safeguarding the Library’s Local History Collection TO: Contra Costa County Board of Supervisors, Contra Costa County Library SUMMARY In its efforts to modernize its operations to serve patrons’ needs in the 21st Century, the Contra Costa County Library system (the Library) could lose important and irreplaceable remnants of the county’s rich history and heritage. Libraries today are more than repositories of books and records. They are community centers providing patrons of all ages and backgrounds with programs and activities, promoting literacy, and enabling access to technology and the unlimited opportunities available on the World Wide Web. With 26 locations in Contra Costa County, the Library is successfully pursuing its strategic goals of: • Ensuring easy, equitable access to library services for all county residents • Championing adult and child literacy • Delivering a consistent, high quality, and inviting experience for its patrons The Library maintains special collections on subjects such as genealogy, jazz, and Russian literature that are available to patrons interested in those subjects. However, the Library’s large collection of books and materials on the local history of Contra Costa County (the Collection) is another story. These materials are housed mainly in a secure and climate-controlled vault at the Pleasant Hill branch. That facility is scheduled to close in late September of 2019 to make way for a new branch scheduled to open in the Spring of 2021. If plans are not in place to safeguard the Collection before the Pleasant Hill branch closes, the people of Contra Costa County could be at risk of losing a collection of historical materials that cannot be replaced. The Library values its total collection at nearly $46 million for insurance purposes. That Contra Costa County 2018-2019 Grand Jury Report 1903 Page 2 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury amount does not include a replacement value for the Collection, which the Library deems irreplaceable. If your home were to burn, you could rebuild it and replace the furniture, clothing, and appliances with insurance money. But no amount of insurance could help to replace the family photo albums. The Library’s Collection, with its rare books, old records, vintage photographs, letters, and other memorabilia, is the county’s family album. The Grand Jury recommends that the Library consider implementing plans for safeguarding the Collection in the short term and ensuring that it will be preserved and available for public use over the long term. METHODOLOGY The Grand Jury: • Conducted multiple interviews with Library staff and outside professionals in the historical preservation field • Examined the Library budgets for 2014-2018 • Reviewed the Library’s inventory of its special collections • Studied the Library’s Collection Development Plan, its annual work plans, its 2014-2017 Strategic Plan, and its 2017 triennial review • Reviewed assessments of the Collection and the Contra Costa County Historical Society by outside experts • Examined agendas, minutes, and other documents from meetings of the Contra Costa County Library Commission (2014-2018) • Visited the vault and other locations at the Pleasant Hill branch and the Contra Costa County Historical Society in Martinez BACKGROUND This investigation began when members of the Grand Jury learned that people in the community had raised concerns about what might happen to the Collection when the Pleasant Hill branch closes in anticipation of its move to a new facility. Patrons noticed that the Library had made arrangements to move its genealogy collection from Pleasant Hill to Walnut Creek, but had not announced plans to move the Collection, much of which is housed in a vault at the Pleasant Hill branch. The Grand Jury began its investigation by examining agendas, minutes and staff reports of the county’s Library Commission to see if this issue had been considered by that body. We found no mention of the Collection in those records dating back to 2014. In fact, we found only one reference to any of the Library’s special collections during that Contra Costa County 2018-2019 Grand Jury Report 1903 Page 3 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury time period: a September 25, 2014 agenda item mentioning that, “Commissioners will discuss disposition or storage of the jazz collection during the closure of the San Ramon Library for remodel and expansion in the Fall of 2015.” The Grand Jury noted that Commission records did not reference any similar discussions of collections housed at the Pleasant Hill branch in view of its pending closure. The Jury decided to look into the Library’s policies and procedures governing its special collections and how they are being applied in the case of Pleasant Hill. History, Goals, and Preservation Policy The Library was founded in 1913 and now has 26 branches in 18 cities and unincorporated communities. The Library serves all of Contra Costa County with the exception of Richmond, which has its own city library system. The Library reports to the Board of Supervisors through the County Administrator. A 24-member Library Commission was established by the Board of Supervisors in 1991 to serve in an advisory role, providing community input on the Library’s policies and operations. The Library developed its 2014-2017 Strategic Plan following broad public input. That plan established four goals, along with objectives and strategies for addressing them. The goals are: 1. The Library ensures easy, equitable access to library services for all Contra Costa County residents. 2. The Library champions personal and community engagement in literacy and reading to enrich lives. 3. The Library delivers a consistent, high-quality, and inviting experience at all points of contact. 4. The Library successfully promotes its value, programs, and opportunities to the community. These goals, and their accompanying objectives and strategies, were intended to drive decisions and activities through 2017. The Strategic Plan makes no mention of the handling of special collections that the Library owns. The Library’s special collections policies are covered in its Collection Development Plan, drafted in 2011. The relevant section of the plan states: As part of this role [Preservation of Materials] the Library will preserve and conserve unique and endangered information resources that it collects and retains. The Library will actively monitor the physical conditions of its collections and take action to prevent deterioration. Contra Costa County 2018-2019 Grand Jury Report 1903 Page 4 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury The plan lists nine special collections. Library staff is responsible for seven activities in connection with those collections: 1. Define the criteria for unique and endangered information resources 2. Identify collections that meet the criteria 3. Secure funding to support preservation and conservation 4. Educate staff in techniques of preservation and conservation 5. Develop agreements for retention and/or exchange of materials 6. Identify institutions or organizations willing to accept and store preserved materials or materials in need of preservation (i.e. local history) 7. Participate in the California Preservations Workshops regarding Disaster Preparedness and Response DISCUSSION Preserving the Past While Building the Future The Library’s Collection Development Plan notes that the Collection constitutes “an invaluable and unique research resource.” The Plan states that, “Ongoing maintenance and development of this resource is highly desirable to retain its historical and research value.” It assigns responsibility for this maintenance and development to branch librarians. The Library’s assessment of the importance of preserving the Collection as libraries modernize is widely accepted among scholars and library professionals. For example, in her 2018 book about the evolution of libraries into “information and knowledge centers rather than simply storehouses of material,” author Susan Orlean acknowledges that she could not have written the book without accessing “the musty boxes of material stashed in the library’s Rare Books room.” (Susan Orlean, The Library Book, Simon & Schuster, 2018) Today’s libraries have evolved from places where people can browse and borrow books, to spaces where the public can meet, learn, mingle, and access technology. Susan Orlean’s note is a reminder that libraries must also preserve the archives that document our collective past. The Collection at Risk The building that houses the Pleasant Hill branch is more than 50 years old and has deferred maintenance needs estimated at $10 million. In 2014, the Library and the City of Pleasant Hill began making plans for closing the Pleasant Hill branch and replacing it with a new, modernized library. In Contra Costa, branch libraries are built, owned (with Contra Costa County 2018-2019 Grand Jury Report 1903 Page 5 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury some exceptions), and maintained by the cities in which they are located. The Library owns and maintains the materials housed in the branches and provides the staff to operate the branches. The Pleasant Hill City Council created a Library Task Force in March 2014 to explore prospects for building a new library. The city hired the architecture firm of Bohlin Lywinski Jackson and conducted extensive outreach to the local community to determine priorities, which were integrated with the Library’s strategic goals. The city held a town hall meeting in November 2018 to give the public an opportunity to review the new design. Neither the design itself, nor the town hall discussion, included any mention of a vault or other climate-controlled environment, or any provision for housing the local history Collection. http://www.ci.pleasant-hill.ca.us/1226/Library-Project Library staff searched for locations within the Library system that might be able to house some or all of the Collection, but no solution was found. The Library has also had preliminary discussions with external organizations that might be able to provide space for the Collection. These include the Bancroft Library at UC Berkeley and the Contra Costa County Historical Society in Martinez. The Library has not entered into agreements with any of these organizations to house the Collection. Library managers said they would begin working on a formal plan for disposition of the collection in early 2019. At the time of this report, none of the components of such a plan had been established, including a needs assessment, cost estimates, a survey of Library facilities, and a list of organizations that could potentially house the Collection. One additional obstacle is the fact that the Library does not have anyone on staff or contract who is a professional archivist or preservationist. While this report was being prepared, the Library received a grant of professional preservationist services from the California State Library. The grant will provide access to a preservation assessment. According to a presentation to the county Board of Supervisors, the assessment will “include scope and scale of preservation needed as well as recommendations for care of the collection.” The Library says this information will provide a basis for developing plans for the short- and long-term future of the Collection. A pressing issue is that the City of Pleasant Hill decided to close the Pleasant Hill branch a year and a half before the new facility is scheduled to open. This decision was made to enable the county to take advantage of the current real estate market to pursue a sale of the property. So far, the Library has not developed a short-term plan to ensure the safety and security of the Collection temporarily if the building is closed or demolished before a long-term solution can be implemented. Making Progress Despite the absence of historical preservation on its list of strategic priorities and the lack of plans for handling the Collection either temporarily or permanently, the Library Contra Costa County 2018-2019 Grand Jury Report 1903 Page 6 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury has taken some steps to care for the Collection, in keeping with provisions in its Collection Development Plan described above. The California Preservation Program at UC Berkeley conducted a Preservation Needs Assessment of the Library’s “Californiana” collection in May 2013, including the Collection. The study made recommendations for security and protection from damage by fire, water, and other environmental hazards. The Library has been working through these recommendations, implementing them where it could, and assessing the feasibility of implementing some of the more difficult or expensive recommendations. The report also calls for hiring an expert to evaluate the need for a regional local history resource and the potential for the Collection to meet that need. The justification for the recommendation notes that: The Californiana collection materials take up space that could be used for other Library functions, they need ongoing care to be used safely by library patrons, and they would require dedicated staff to maximize their value to the community. Insofar as the community served may extend well beyond Contra Costa County, the Library could explore opportunities to secure grant funding to hire a consultant to perform the recommended analysis. Given the pending closure of the Pleasant Hill branch, the Library could consider revisiting the recommendation in the context of determining the best future for the Collection. A Potential Solution The closing of the Pleasant Hill branch creates urgency about what to do with the Collection in the short term. At the same time, it also presents potential long-term opportunities for an upgrade. Most of the Collection is housed in Pleasant Hill, but some items are scattered throughout other branches and could potentially be brought together in a single facility. In addition, if the Library were able to partner with an external organization, it could be housed in a place where preserving historical materials for public use is a priority. One possible organization to partner with is the Contra Costa County Historical Society (Historical Society). https://www.cocohistory.org/ The Library’s and the Historical Society’s collections both cover the history of the county, making them complementary. The Historical Society is housed in a secure, climate- and humidity-controlled building in downtown Martinez. The facility includes a small exhibition space, room for patrons to study, and a large state-of-the-art scanner. The scanner enables materials to be digitized to ensure their preservation and allows the Historical Society to discard bulky items where there is little or no value in retaining the originals. Like the Library, the Historical Society underwent an assessment by the California Preservation Program and is implementing its recommendations. In addition, the Contra Costa County 2018-2019 Grand Jury Report 1903 Page 7 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury Historical Society underwent an organizational assessment in 2014 by the Institute of Museum and Library Services and the American Alliance of Museums. That study concluded that, “The (Historical Society) is a very professionally run organization with a strong volunteer staff, an experienced executive director, and a wealth of fascinating collections.” The Historical Society’s mission is “to preserve, protect, and provide public access to the records and heritage of Contra Costa County.” Acquiring the Library’s Collection would align with this mission. There are obstacles that would have to be addressed in order for a partnership between the two organizations to succeed. For example, the Historical Society might not have sufficient space to absorb the Collection. It would likely require help from the county, either with funding or building space. But if a successful agreement could be forged, a partnership between the Library and the Historical Society would provide the county with a means of permanently safeguarding the Library’s irreplaceable Collection and ensuring its availability for public use. FINDINGS F1. The Library is transitioning from a traditional storehouse for books into a technology center, literacy advocate, and community gathering place. F2. The Pleasant Hill branch is closing in late September 2019 to make way for a new branch which is scheduled to open in the Spring of 2021. F3. The new branch will not be able to house the Library’s Contra Costa County history Collection, most of which is currently housed in Pleasant Hill. F4. The Library does not have a short-term plan for safeguarding the Collection after the Pleasant Hill branch closes, before a long-term plan can be implemented. F5. The Library has not developed a long-term plan for permanently housing the Collection. F6. The Library has received a grant of professional preservationist services that will provide a basis on which to develop short- and long-term plans for safeguarding and housing the Collection. F7. The Contra Costa County Historical Society is a potential repository for the Collection. F8. The Contra Costa County Historical Society would like to house the Library’s Collection. Contra Costa County 2018-2019 Grand Jury Report 1903 Page 8 Grand Jury Reports are posted at http://www.cc-courts.org/grandjury RECOMMENDATIONS R1. The Library should consider developing a short-term plan by September 2019 for safeguarding the Collection while a long-term plan is being developed and implemented. R2. The Board of Supervisors should consider directing the Library to develop a long- term plan for housing the Collection, including a budget, by June 2020. R3. The Board of Supervisors should consider directing the Library to explore the feasibility of an agreement with the Contra Costa County Historical Society for housing the Collection by August 2019. R4. The Board of Supervisors should consider providing the financial resources necessary to fund the budget for the long-term plan in the 2021-2022 fiscal year. REQUIRED RESPONSES Findings Recommendations Contra Costa County Board of Supervisors F4, F7, and F8 R2, R3, and R4 Contra Costa County Library F1, F2, F3, F4, F5, F6, F7, and F8 R1 These responses must be provided in the format and by the date set forth in the cover letter that accompanies this report. An electronic copy of these responses in the form of a Word document should be sent by e-mail to ctadmin@contracosta.courts.ca.gov and a hard (paper) copy should be sent to: Civil Grand Jury – Foreperson 725 Court Street P.O. Box 431 Martinez, CA 94553-0091 RECOMMENDATION(S): ADOPT Resolution No. 2019/162 authorizing the issuance and sale of "Walnut Creek School District General Obligation Bonds, Election of 2016, Series B (2019)" in an amount not to exceed $20,000,000 by the Walnut Creek School District on its own behalf pursuant to Section 15140(b) of the Education Code. FISCAL IMPACT: There is no fiscal impact to the County. BACKGROUND: The Walnut Creek School District intends to issue General Obligation bonds to fund capital improvements throughout the District. The District has requested that the Board of Supervisors adopt a resolution authorizing the direct issuance and sale of bonds by the District on its own behalf as authorized by Section 15140(b) of the Education Code. The District adopted a resolution on April 22, 2019 authorizing the sale and issuance of the bonds (copy attached). This issuance was approved by the voters as part of a $60,000,000 bond measure listed on the June 7, 2016 ballot. CONSEQUENCE OF NEGATIVE ACTION: Without the Contra Costa County Board of Supervisors authorization, the School District would not be able to issue the bonds as proposed. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 05/07/2019 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: Timothy Ewell, 925-335-1036 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.138 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:Walnut Creek School District General Obligation Bonds, Election of 2016, Series B (2019) CHILDREN'S IMPACT STATEMENT: The recommendation supports the following Children's Report Card outcome: Communities that are Safe and Provide a High Quality of Life for Children and Families. AGENDA ATTACHMENTS Resolution 2019/162 District Resolution MINUTES ATTACHMENTS Signed Resolution No. 2019/162 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 05/07/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/162 RESOLUTION OF THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY CONSENTING TO AND AUTHORIZING THE WALNUT CREEK SCHOOL DISTRICT TO ISSUE ITS GENERAL OBLIGATION BONDS, ELECTION OF 2016, SERIES B (2019) RESOLVED by the Board of Supervisors (the “Board”) of Contra Costa County (the “County”), State of California: WHEREAS, sections 53506 et seq. of the California Government Code, including section 53508.7 thereof, provide that California public school district may issue and sell bonds on its own behalf at private sale pursuant to sections 15140 and 15146 of the California Education Code the Education Code; WHEREAS, section 15140(b) of the California Education Code provides that the board of supervisors of county may authorize California public school district in the county to issue and sell its own bonds without the further action of the board of supervisors or officers of the county; WHEREAS, the Board of Trustees of the Walnut Creek School District (the “District”), a California public school district under the jurisdiction of the County, has heretofore adopted and filed with the Clerk of this Board, a resolution (the “District Resolution”) providing for the issuance and sale of its Walnut Creek School District General Obligation Bonds, Election of 2016, Series B (2019), in an amount not to exceed $20,000,000 (the “Bonds”), through competitive sale pursuant to sections 53506 et seq. of the California Government Code; and WHEREAS, it has been requested on behalf of the District that this Board consent to such issuance of the Bonds and authorize the District to issue and sell the Bonds on its own behalf at competitive sale pursuant to sections 15140 and 15146 of the California Education Code as permitted by section 53508.7 of the California Government Code and the terms set forth in the District Resolution; NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of the County of Contra Costa, State of California, as follows: Section 1. Recitals. All of the foregoing recitals are true and correct. Section 2. Consent and Authorization of Competitive Sale. This Board hereby consents to and authorizes the issuance and competitive sale by the District on its own behalf of the Bonds pursuant to sections 15140 and 15146 of the California Education Code, as permitted by section 53508.7 of the California Government Code and the terms and conditions set forth in the District Resolution. This consent and authorization set forth herein shall only apply to the Bonds. Section 3. Source of Payment. The County acknowledges receipt of the District Resolution as adopted and the requests made by the District to levy collect and distribute ad valorem tax revenues pursuant to section 15250 et seq. of the California Education Code to pay for principal of and interest on the Bonds when and if sold. Correspondingly, and subject to the issuance and sale of the Bonds and transmittal of information concerning the debt service requirements thereof to the appropriate County officers, there shall be levied by the County on all of the taxable property in the District in addition to all other taxes, a continuing direct ad valorem tax annually during the period the Bonds are outstanding commencing with fiscal year 2019-20 in an amount sufficient to pay the principal of and interest on the Bonds when due which tax revenues when collected will be placed in the sufficient to pay the principal of and interest on the Bonds when due which tax revenues when collected will be placed in the Interest and Sinking Fund of the District, as defined in the District Resolution, which Interest and Sinking Fund has been irrevocably pledged for the payment of the principal of and interest on the Bonds when and as the same fall due. The monies in the Interest and Sinking Fund, to the extent necessary to pay the principal of and interest on the Bonds as the same become due and payable, shall be transferred by the County to the Paying Agent, as defined in the District Resolution, as necessary to pay the principal of and interest on the Bonds as set out in California law and in the District Resolution. Section 4. Approval of Actions. Officers of the Board and County officials and staff are authorized to do any and all things and are hereby authorized and directed jointly and severally to execute and deliver any and all documents which they may deem necessary or advisable in order to assist the District with the issuance of the Bonds and otherwise carry out give effect to and comply with the terms and intent of this Resolution. Such actions heretofore taken by such officers and officials and staff are hereby ratified confirmed and approved. Section 5. Indemnification of County . The County acknowledges and relies upon the fact that the District has represented that it shall indemnify and hold harmless, to the extent permitted by law, the County and its officers and employees (“Indemnified Parties”), against any and all losses, claims, damages or liabilities, joint or several, to which such Indemnified Parties may become subject because of action or inaction related to the adoption of this resolution, or related to the proceedings for sale, award, issuance and delivery of the Bonds in accordance herewith and with the District’s resolution and that the District shall also reimburse any such Indemnified Parties for any legal or other expenses incurred in connection with investigating or defending any such claims or actions. Section 6. Limited Responsibility for Official Statement. Neither the Board nor any officer of the County has prepared or reviewed the official statement of the District describing the Bonds (the “Official Statement”) and this Board and the various officers of the County take no responsibility for the contents or distribution thereof; provided, however, that solely with respect to a section contained or to be contained therein describing the County’s investment policy, current portfolio holdings and valuation procedures, as they may relate to funds of the District held by the County Treasurer-Tax Collector, the County Treasurer-Tax Collector is hereby authorized and directed to prepare and review such information for inclusion in the Official Statement and in a preliminary official statement, and to certify in writing prior to or upon the issuance of the Bonds that the information contained in such section does not contain any untrue statement of material fact or omit to state any material fact necessary in order to make the statements made therein in the light of the circumstances under which they are made not misleading. Section 7. Limited Liability. Notwithstanding anything to the contrary contained herein in the Bonds or in any other document mentioned herein, neither the County nor the Board shall have any liability hereunder or by reason hereof or in connection with the transactions contemplated hereby and the Bonds shall be payable solely from the moneys of the District available therefore as set forth in the District Resolution and herein. Section 8. Effective Date. This Resolution shall take effect immediately upon its passage. Contact: Timothy Ewell, 925-335-1036 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: May 7, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: RECOMMENDATIONS APPROVE and AUTHORIZE the Board of Supervisors of Contra Costa County to provide the Housing Authority of the County of Contra Costa (HACCC) with a letter of support to submit an application to HUD for the partial demolition and total disposition of Las Deltas and Las Deltas Annex I (the Property). BACKGROUND On December 17, 2013, the Housing Authority Board of Commissioners approved submission of two Rental Assistance Demonstration (RAD) applications for the conversion of 90 vacant public housing units at Las Deltas in North Richmond to RAD project-based voucher (PBV) units that could be used to fund development of affordable housing throughout the County. On March 30, 2015, HUD approved these two applications. When staff submitted HACCC's RAD application in December 2013, the intention was to also submit a Section 18 Demolition/Disposition (Section 18) application to HUD for the remaining, occupied units at Las Deltas. The primary advantage of a Section 18 application was that it provided a better long-term subsidy stream than the RAD program did. The disadvantages were that HUD had made it very difficult to get a Section 18 application approved, the funding available for replacement vouchers under such an application was shrinking (meaning there was a high probability that HACCC would not have received any Action of Board On: 05/07/2019 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: May 7, 2019 Joseph Villarreal, Executive Director By: Stephanie Mello, Deputy cc: C.139 To:Board of Supervisors From:David Twa, County Administrator Date:May 7, 2019 Contra Costa County Subject:Letter of Support on the Partial Demolition and Total Disposition of Las Deltas and Las Deltas Annex I BACKGROUND (CONT'D) replacement vouchers) and HUD did not provide replacement funding for vacant units under a Section 18 application (many of the remaining unit at Las Deltas were vacant at the time). In discussions with HUD and others in 2013, it became clear that it would be very difficult to get a Section 18 application approved for Las Deltas and that HACCC's best option to receive funding was to submit a RAD application for the remaining 124 units at Las Deltas in order to maximize the chances that funding for the entire property could be converted to project-based assistance that could then be used to fund the development of replacement affordable housing onsite or elsewhere. As a result, on August 18, 2015, HACCC's Board of Commissioners authorized submission of two additional RAD applications to HUD that would increase HACCC's previously approved applications for 90 vacant units to include all 214 units at Las Deltas in North Richmond. On August 16, 2016, HUD approved the additional two applications for the remaining units to be converted under the RAD program. In an effort to replace the units that would be lost at Las Deltas, HACCC committed 214 units of RAD project-based voucher funding to non-profit housing developers in October of 2015 to fourteen properties across Contra Costa County. Because the rents associated with the RAD assistance would not be sufficient to support the debt service these properties would incur as part of their development/rehabilitation, HACCC had to commit additional, regular project-based vouchers to these projects. Three of the fourteen projects withdrew from consideration leaving 107 units of RAD assistance unallocated to replacement projects. HACCC has been exploring other projects that may be able to utilize these 107 RAD vouchers but, to date, no entity has shown interest in the assistance. HACCC approached HUD with the possibility to pursue Demolition and Disposition for the unassigned units and HUD indicated that they were amenable to re-visiting such an application for this property. Of the original 214 units at Las Deltas, 208 are currently vacant. Many of the units are in advanced stages of destruction from break-ins and vandalism and HACCC continues to incur annual costs of over $300,000 on window and door enclosures to secure the units, which need of tens of millions of dollars in rehabilitation to bring back to a livable condition. Many units are beyond repair and would have to be completely reconstructed. In addition, HACCC continues to incur utility costs for power and water at these vacant and vandalized units. Once vacant, HUD ceases to provide funding for the units. Thus, while we continue to explore development and replacement options for Las Deltas, HACCC continues to incur costs for which no funding is being provided. Demolition of the remaining buildings at Las Deltas is critical to HACCC's fiscal solvency. Partial demolition of the contiguous section of the property will not only eliminate the need for incurring continued costs on these units, but would make the site more attractive for prospective developers. In addition, by securing HUD approval to dispose of the entire property, it will enable HACCC to sell off the 80 scattered-site units that pepper the surrounding neighborhood. The proceeds of the sale of these units and sites are required to be re-allocated to other public housing purposes. It is HACCC's intent to use these proceeds as pre-development funding for addressing the needs of other public housing developments in its portfolio. HACCC staff have met with Las Deltas residents to discuss a partial demolition and total disposition application and have also held several meetings with the Resident Advisory Board to discuss the plans to pursue such an application. Additionally, HACCC has discussed plans to demolish and dispose of Las Deltas with the local Municipal Advisory Council (MAC), the Las Deltas Steering Committee and its own Board of Commissioners in the past. Moreover, HACCC has been actively working with the North Richmond Planning Committee (NRPC). NRPC, led by Healthy Richmond, the Richmond Neighborhood Housing Services and Local Initiatives Support Corporation (LISC), has been working with numerous community leaders and residents to develop a comprehensive strategy that addresses housing, safety, business opportunity and youth and education concerns in North Richmond in an effort to transform the neighborhood and community into the vibrant and desirable area that it once was. These groups have contributed to HACCC's conceptualization of the demolition and disposition process and have been supportive of HACCC's efforts to bring change to Las Deltas. HUD's application for demolition and disposition requires that a letter of support from the sitting Mayor be submitted with its application. Since Las Deltas property is in a non-incorporated section of Contra Costa County, its jurisdiction falls within the purview of the Board of Supervisors and its Chairperson. Thus, this request from HACCC for a letter of support from the Chair of the Board of Supervisors. FISCAL IMPACT There is no Fiscal Impact for providing HACCC with a letter of support for its application for demolition and disposition of the Las Deltas and Las Deltas Annex I public housing development in North Richmond, CA. CONSEQUENCE OF NEGATIVE ACTION Should the Board of Supervisors not provide a letter of support to HACCC authorizing the agency's Executive Director to submit an application to HUD for the partial demolition and total disposition of Las Deltas and Las Deltas Annex I, HACCC's application will be deficient and likely rejected. As a result, HACCC will continue to incur costs for door and window enclosures and paying for utilities at a predominantly vacant and unfunded property. In such a case, it can be expected that Las Deltas will continue to deteriorate and attract squatters and crime. AGENDA ATTACHMENTS BOS Letter of Support for Las Deltas Final MINUTES ATTACHMENTS Signed BOS Letter of Support for Las Deltas Final May 7, 2019 Joseph Villarreal Executive Director Housing Authority of the County of Contra Costa 3133 Estudillo Street Martinez, CA 94553 Subject: Demolition and Disposition Letter of Support - Las Deltas and Las Deltas Annex I Dear Mr. Villarreal: I write to express the County of Contra Costa's enthusiastic support for the Demolition and Disposition Application for Las Deltas and Las Deltas Annex I. This application would permit the Housing Authority of the County of Contra Costa (HACC C) to partially demolish and completely dispose of the units located at 1601 N. Jade Street, Richmond, CA. I understand that HACCC is seeking HUD's approval for demolition of part of the units that rest on contiguous parcels at Las Deltas that are vacant and are attracting criminal elements and squatters who are inviting further complications for the surrounding neighborhood. In addition, HACCC seeks approval for complete disposition of the property so that existing units scattered throughout the surround ing neighborhood can be sold to interested buyers. As I understand it, HACCC met with the North Richmond Municipal Advisory Committee on December 4, 2019 to discuss the progress with the relocation of the families from Las Deltas and the planned demolition and disposition of the property. My staff was also in attendance at this meeting. In addition, HACCC has been actively working with the Las Deltas Steering Committee and the North Richmond Planning Committee over the past six months to devise a compre hensive strategy for transformation of Las Deltas and the surrounding community. HACCC and my staff met with community and resident leaders two to four times a month, for six months, to finalize a Quality of Life plan that was rolled out at a public forum on March 30, 2019. The Board of Supervisors County Administration Building 651 Pine Street, Room 107 Martinez, California 94553-1293 David J. Twa Clerk of the Board And County Administrator (925) 335-1900 John M. Gioia, 1st District Candace Andersen , 2nd District Diane Burgis, 3rd District Karen Mitchoff, 4th District Federal D. Glover , 5th District Contra Costa County -2- It is expected that the contiguous property will be proposed for development in partnership with non- profit housing developers, the County and perhaps HACCC to replace the existing dilapidated and blighted units with a new mixed use and mixed income community. It is hoped that the partnership will foster the restoration of a vacant property, and increase the value of the community to both the neighborhood and the County. Proceeds from sales would be re -directed to additional needs of HACCC's public housing portfolio and future redevelopment plans for the public housing portfolio. The first step would be approval of the demolition and disposition applications. Demolition and disposition of Las Deltas would further assist the County of Contra Costa with our goal to rejuvenate communities where housing has been vacant and is in need of rehabilitation. It also could lead to critical public/private partnerships in the future development of the property site. This action would be in th e best interest of all involved. Sincerely, Supervisor John Gioia, Chair Contra Costa County Board of Supervisors