HomeMy WebLinkAboutMINUTES - 01262021 - Board of SupervisorsCALENDAR FOR THE BOARD OF SUPERVISORS
CONTRA COSTA COUNTY
AND FOR SPECIAL DISTRICTS, AGENCIES, AND AUTHORITIES GOVERNED BY THE
BOARD
BOARD CHAMBERS, ADMINISTRATION BUILDING, 1025 ESCOBAR STREET
MARTINEZ, CALIFORNIA 94553-1229
DIANE BURGIS, CHAIR, 3RD DISTRICT
FEDERAL D. GLOVER, VICE CHAIR, 5TH DISTRICT
JOHN GIOIA, 1ST DISTRICT
CANDACE ANDERSEN, 2ND DISTRICT
KAREN MITCHOFF, 4TH DISTRICT
MONICA NINO, CLERK OF THE BOARD AND COUNTY ADMINISTRATOR, (925) 655-2075
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.
To slow the spread of COVID-19, the Health Officer’s Shelter Order of September 14, 2020, prevents public
gatherings (Health Officer Order). In lieu of a public gathering, the Board of Supervisors meeting will be
accessible via television and live-streaming to all members of the public as permitted by the Governor’s
Executive Order N29-20. Board meetings are televised live on Comcast Cable 27, ATT/U-Verse Channel 99,
and WAVE Channel 32, and can be seen live online at www.contracosta.ca.gov.
PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR
WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA MAY CALL IN DURING THE
MEETING BY DIALING 888-251-2949 FOLLOWED BY THE ACCESS CODE 1672589#. To
indicate you wish to speak on an agenda item, please push "#2" on your phone.
All telephone callers will be limited to two (2) minutes apiece. The Board Chair may reduce the
amount of time allotted per telephone caller at the beginning of each item or public comment
period depending on the number of calls and the business of the day. Your patience is appreciated.
A lunch break or closed session may be called at the discretion of the Board Chair.
Staff reports related to open session items on the agenda are also accessible on line at
www.contracosta.ca.gov.
ANNOTATED AGENDA & MINUTES
January 26, 2021
9:00 A.M. Convene, call to order and opening ceremonies. (Chair, Diane Burgis)
Present: John Gioia, District I Supervisor; Candace Andersen, District II Supervisor; Diane Burgis,
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:Monica Nino, County Administrator
Sharon Anderson, County Counsel
Board Operating Procedures and Communications (Chair, Diane Burgis )
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 ACCEPT report "The COVID Recovery: How Long is the road to Recovery". (Dr.
Christopher Thornberg, Beacon Economics)
Speakers: Dan Geiger, Budget Justice Coalition; Marianna Moore, Budget Justice
Coalition and Ensuring Opportunity Campaign; Melvin Willis, Alliance of
Californians for Community Empowerment (ACCE.)
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.3 ACCEPT report on budget and key issues for FY 2021/22 and beyond. (Monica
Nino, County Administrator, David Twa, and Lisa Driscoll, County Finance Director)
Speakers: Melvin Willis, ACCE; Marianna Moore, Budget Justice Coalition and
Ensuring Opportunity Campaign; Ruth Hernandez, Executive Director, First 5
Contra Costa; Edith Pastrano, Richmond; Dan Geiger, Budget Justice Coalition;
Paul Arudi, Richmond; Rosa Vargas, Bay Point.
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
**** BREAK ****
D.4 ACCEPT report on Capital Projects. (Eric Angstadt, Chief Assistant County
Administrator)
Speakers: No Name Given and Pete Bennett are in favor of underground parking
for any new structure replacing 651 Pine Street (old administration building).
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 ACCEPT report on Redistricting 2021. (David Twa, County Administrator's Office)
AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen,
District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff,
District V Supervisor Federal D. Glover
12:00 P.M. BREAK FOR LUNCH
--RESUME OPEN SESSION--
D.6 ACCEPT report on COVID-19 response. (Anna Roth, Health Services Director &
Dr. Chris Farnitano, County Health Officer)
Debbie Toth, Choice in Aging.
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 ACCEPT report on economic development initiatives. (John Kopchik, Conservation
& Development (DCD) Director; Brian Balbas, Public Works Director; Amalia
Cunningham, Deputy DCD Director; and Keith Freitas, Airports 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
Public Comment (2 minutes)
There were no requests to speak at public comment.
Wrap-up and Closing Comments (Chair, Diane Burgis)
ADJOURN
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 96 hours prior to that meeting are available for public inspection at 1025 Escobar Street, First
Floor, 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.
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, 1025 Escobar Street, First Floor, Martinez, CA 94553.
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) 655-2000. An assistive listening device is available from the Clerk, First Floor.
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) 655-2000, 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, 1025 Escobar Street, Martinez, California.
Subscribe to receive to the weekly Board Agenda by calling the Office of the Clerk of the Board,
(925) 655-2000 or using the County's on line subscription feature at the County’s Internet Web
Page, where agendas and supporting information may also be viewed:
www.co.contra-costa.ca.us
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
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):
ACCEPT report "The COVID Recovery: How Long is the road to Recovery".
FISCAL IMPACT:
This report is for informational purposes and has no specific fiscal impact.
BACKGROUND:
Attached is Beacon Economics report entitled "The COVID Recovery: How Long is the road to Recovery".
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/26/2021 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
Federal D. Glover, District V Supervisor
Contact: Lisa Driscoll, County Finance
Director (925) 335-1023
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: January 26, 2021
Monica Nino, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: All County Departments (via CAO)
D.2
To:Board of Supervisors
From:Monica Nino, County Administrator
Date:January 26, 2021
Contra
Costa
County
Subject:Annual Update on Economic Conditions in Contra Costa County
CLERK'S ADDENDUM
Speakers: Dan Geiger, Budget Justice Coalition; Marianna Moore, Budget Justice Coalition and
Ensuring Opportunity Campaign; Melvin Willis, Alliance of Californians for Community
Empowerment (ACCE.)
ATTACHMENTS
Update on Economic Conditions
Beacon Economics | beaconecon.com
Christopher Thornberg, PhD
Founding Partner, Beacon Economics
Director, UCR SoBA Center for Economic Forecasting and
Development
January 2021
The Covid Recovery:
How long is the road to recovery?
Beacon EconomicsBeacon Economics
Happy New Year!
Beacon EconomicsBeacon Economics
The Pandemic Recession
Covid-19: A global natural disaster
⏤Approaching 100 million cases and 2 million deaths, ~20% here in the US
⏤Evidence suggests a portion of survivors have long run complication
⏤Context: Spanish flu 50m deaths in a smaller world population, 100x more deadly
The light at the end of the tunnel
⏤New treatments have lowered fatality rates
⏤2 vaccines roll outs in progress, learning curve is being run down
The Economic Debate
⏤The macro debate, “U”, “V”, or whatever…
most called “U”, slow recovery
⏤This is not the great recession
⏤Our outlook ”V”—This is not the great
recession situation, rapid movement back to
normality
The Bounce
⏤Recession ended in April, 80% back
⏤Current surge having modest impact on
economy
⏤Sufficient pent-up demand to drive close full
recovery this year
⏤Real issues are post-pandemic: Federal
debt, inflation issues, shifting land use needs
Covid-19: A global natural disaster
⏤Approaching 100 million cases and 2
million deaths, ~20% here in the US
⏤In midst of largest surge to date, new
waves of closures
The light at the end of the tunnel
⏤Context: Spanish flu 50m deaths in a
smaller world population, 100x more
deadly
⏤New treatments have lowered fatality
rates
⏤3 vaccines shown to have varying
degrees of effectiveness
⏤Roll outs in progress, Others in the
pipeline
Beacon EconomicsBeacon Economics
Miserabilism and the Pandemic
CBO Forecast: Gap between actual and potential US output
-6.3%
-3.7%
Beacon EconomicsBeacon Economics
The Recession Ended in April
Source: American Community Survey
-16.0%
-14.0%
-12.0%
-10.0%
-8.0%
-6.0%
-4.0%
-2.0%
0.0%
15000
15500
16000
16500
17000
17500
18000
18500
19000
19500
20000
Apr-18Jun-18Aug-18Oct-18Dec-18Feb-19Apr-19Jun-19Aug-19Oct-19Dec-19Feb-20Apr-20Jun-20Aug-20Oct-20Real Monthly GDP
Real GDP Output Gap
2020 Diff from
Q1 Q2 Q3 19Q4
GDP -5 -31.4 33.1 -3.5%
Consumption -4.75 -24.01 25.27 -3.3%
Goods 0.03 -2.06 9.24 6.7%
Services -4.78 -21.95 16.04 -7.7%
Fixed investment -0.23 -5.27 4.96 -2.7%
Structures -0.11 -1.11 -0.43 -14.0%
Equipment -0.91 -2.03 3.34 -1.9%
Intellectual property 0.11 -0.53 -0.03 -2.6%
Residential 0.68 -1.6 2.09 5.1%
Inventories -1.34 -3.5 6.62
Net exports 1.13 0.62 -3.09
Exports -1.12 -9.51 4.9 -15.3%
Imports 2.25 10.13 -7.99 -7.1%
Government 0.22 0.77 -0.68 -0.2%
Beacon EconomicsBeacon Economics
Evolution of forecasts
Beacon EconomicsBeacon Economics
Consumers Leading the Way
Source: American Community Survey
80
85
90
95
100
105
110
115
Real Consumer Spending
Goods Services Total
20/19 N/N
Total 0.3 4.1
Nonstore retailers 22.6 29.2
Sporting goods, hobby, musical 4.3 19.6
Building material & garden eq &13.4 18.7
Food & beverage stores 11.6 10.9
Motor vehicle & parts dealers 0.0 6.0
Furniture & home furn stores -6.4 3.6
Health & personal care stores 1.1 3.5
General merchandise stores 3.1 3.4
Electronics & appliance stores -14.1 -8.3
Clothing & clothing accessories -28.5 -16.1
Gasoline stations -16.4 -17.1
Food services & drinking places -19.4 -17.2
Retail Sales Numbers
Beacon EconomicsBeacon Economics
A third US surge
Beacon EconomicsBeacon Economics
Consumer Mitigation
Source: Opportunity Insights/Affinity Solutions
Opportunity Insight: Consumer Spending for US / California
Beacon EconomicsBeacon Economics
Consumer Spending
Source: Affinity Solutions / Opportunity Insights
% Change in Consumer Spending:
January 2020 through November 29, 2020
Beacon EconomicsBeacon Economics
Local Sales Taxes
$0
$2
$4
$6
$8
$10
$12
$14
$16
Q2-09Q1-10Q4-10Q3-11Q2-12Q1-13Q4-13Q3-14Q2-15Q1-16Q4-16Q3-17Q2-18Q1-19Q4-19Q3-20MillionsConsumer Goods
Alameda Contra Costa
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
Q2-09Q1-10Q4-10Q3-11Q2-12Q1-13Q4-13Q3-14Q2-15Q1-16Q4-16Q3-17Q2-18Q1-19Q4-19Q3-20MillionsBusiness and Industry
Alameda Contra Costa
Beacon EconomicsBeacon Economics
Production Trends
80
85
90
95
100
105
110
115
2004-01-012005-01-012006-01-012007-01-012008-01-012009-01-012010-01-012011-01-012012-01-012013-01-012014-01-012015-01-012016-01-012017-01-012018-01-012019-01-012020-01-01Industrial Production Indexes
55.0
60.0
65.0
70.0
75.0
80.0
2004-01-012005-01-012006-01-012007-01-012008-01-012009-01-012010-01-012011-01-012012-01-012013-01-012014-01-012015-01-012016-01-012017-01-012018-01-012019-01-012020-01-01Capacity Utilization
4 years 6 months
Beacon EconomicsBeacon Economics
Trade Flows
60
70
80
90
100
110
120
Jan-17Apr-17Jul-17Oct-17Jan-18Apr-18Jul-18Oct-18Jan-19Apr-19Jul-19Oct-19Jan-20Apr-20Jul-20Nominal Imports and Exports
(Indexed)
Imports Exports
-
50,000.0
100,000.0
150,000.0
200,000.0
250,000.0
200320042005200620072008200920102011201220132014201520162017201820192020California Exports
Beacon EconomicsBeacon Economics
Lagging Sectors
US Total California
Beacon EconomicsBeacon Economics
Travel Activity
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Jan-07Nov-07Sep-08Jul-09May-10Mar-11Jan-12Nov-12Sep-13Jul-14May-15Mar-16Jan-17Nov-17Sep-18Jul-19May-20Airport Passengers
Oakland - OAK San Francisco - SFO San Jose - SJC
% December
2019-2020 % 2019-2020
Occ RevPAR Occ RevPAR
United States -32.3 -51.0 -33.3 -47.5
California -41.8 -60.4 -34.6 -50.1
Central Coast+-41.2 -52.7 -30.7 -39.8
Central Valley+-11.9 -16.8 -15.5 -20.9
Deserts+-34.9 -47.0 -23.3 -33.9
Gold Country+-28.7 -45.0 -27.6 -41.2
High Sierra+-37.7 -62.0 -24.7 -32.5
Inland Empire+-13.2 -22.1 -16.2 -23.9
Los Angeles County+-46.4 -63.5 -38.6 -52.6
North Coast+-17.3 -25.4 -14.1 -18.1
Orange County+-54.9 -71.0 -43.4 -53.7
Shasta Cascade+-10.2 -12.4 -19.4 -24.1
San Diego County+-49.1 -62.2 -36.9 -50.8
San Francisco Bay Area+-49.4 -70.9 -43.6 -60.9
Beacon EconomicsBeacon Economics
The Final Fix
Beacon EconomicsBeacon Economics
Investment Trends
2019 2020
Private fixed investment 1.5%-2.7%
Nonresidential 1.4%-4.9%
Structures 1.9%-14.0%
Commercial and health care 2.3%-4.1%
Manufacturing 3.4%-9.1%
Power and communication 20.5%-4.7%
Mining exploration, shafts, wells -11.0%-49.8%
Equipment -1.3%-1.9%
Information processing eq 1.9%14.5%
Industrial equipment -2.6%-3.7%
Transportation equipment -5.1%-21.9%
Intellectual property products 4.6%-2.6%
Software 6.8%1.4%
Research and development 3.6%-4.2%
Entertainment, literary, artistic 1.1%-12.2%
Residential 1.6%5.1%
0
200
400
600
800
1000
1200
1400
2019Q1 Q2 Q3 Q4 2020Q1 Q2 Q3
Real Investment Trends to Q3
Structures Equipment
Intellectual property products Residential
Beacon EconomicsBeacon Economics
Venture Capital: Capital and Deal Counts in
the East Bay
Source: PitchBook
0
10
20
30
40
50
60
70
0
50
100
150
200
250
300
350
400
450
2014 2015 2016 2017 2018 2019 2020 Deal CountTotal Capital Invested ($, Millions)Deal Count and Capital Invested
Contra Costa County
Capital Invested Deal Count
0
100
200
300
400
500
600
0
1000
2000
3000
4000
5000
6000
2014 2015 2016 2017 2018 2019 2020 Deal CountTotal Capital ($, Millions)Deal Count and Capital Invested
Alameda County
Capital Invested Deal Count
Beacon EconomicsBeacon Economics
Company Deal Size ($, Mil.)Date of Deal Primary Industry
Pony.ai 462 2/25/20 Automotive
Zymergen 350 10/13/20 Biotechnology
Perfect Day 300 7/8/20 Food Products
Pony.ai 267 10/27/20 Automotive
Memphis Meats 186 4/10/20 Food Products
Tanium 151 10/5/20 Network Management
Software
Marqeta 150 5/28/20 Financial Software
Tekion 150 10/21/20 Business/Productivity Software
Astra (Aerospace and Defense)100 2/27/20 Aerospace and Defense
Fivetran 100 6/30/20 Business/Productivity Software
Venture Capital: 2020’s Top Deals in the
East Bay
Source: PitchBook
Beacon EconomicsBeacon Economics
Commercial RE Markets
Source: REIS
8
10
12
14
16
18
20
US Vacancy Rates (REIS)
Office Retail Warehouse Flex
Beacon EconomicsBeacon Economics
Nonresidential Rents and Vacancies
Source: REIS
Cost of Rent East Bay South Bay San Francisco
Q3-20 1-Yr % Gr Q3-20 1-Yr % Gr Q3-20 1-Yr % Gr
Office 35.5 2.2 47.0 0.9 65.8 2.5
Flex/R&D 11.9 2.0 17.8 1.2 16.9 0.5
Warehouse/Distribution 6.8 0.9 8.5 0.5 10.3 0.1
Retail 31.9 -0.7 37.6 -0.6 41.3 0.3
Vacancy Rate East Bay South Bay San Francisco
Q3-20 1-Yr % Gr Q3-20 1-Yr % Gr Q3-20 1-Yr % Gr
Office 16.4 1.1 18.3 0.1 9.9 1.1
Flex/R&D 13.2 0.8 13.6 2.0 6.8 -1.8
Warehouse/Distribution 8.3 0.3 5.7 0.3 4.8 0.6
Retail 8.9 -0.1 9.1 1.3 5.1 -0.5
Beacon EconomicsBeacon Economics
Nonresidential Real Estate –Contra Costa
Source: CIRB
Contra Costa
Value of Permits ($, Millions)
2020*2019*1-Yr
Change
Commercial 116 40 76
Retail 113 17 96
Alterations 110 194 -83
Office 1 21 -19
0
50
100
150
200
250
300
350
400
450
500
2005200620072008200920102011201220132014201520162017201820192019*2020*Permit Values ($, Millions)Permit Values
Contra Costa County
Commercial Alterations
*YTD as of Q3-2020
East Bay Totals
Value of Permits ($, Millions)
2020*2019*1-Yr
Change
Alterations 607 911 -304
Commercial 250 601 -350
Retail 138 319 -181
Office 59 141 -83
Hotel 20 83 -64
Beacon EconomicsBeacon Economics
Construction Costs –National
Source: BLS 23
50
100
150
200
250
PPIPPI Construction Materials
Total US Commodity PPI
Nov-20
% Growth
Apr-Nov 1-Yr 5-Yr
Lumber 264.2 29.2 26.8 35.2
Natural gas 129.7 110.9 19.9 21.0
Iron & steel 210.4 2.8 2.6 20.1
Construction machinery 236.7 0.0 1.2 8.9
Coal 192.7 1.0 -1.3 1.0
Petroleum 147.6 63.5 -23.2 -5.5
Asphalt 148.7 0.5 -25.7 -6.8
Beacon EconomicsBeacon Economics
Housing –U.S.
Source: National Association of Realtors, S&P Global
0.0
2.0
4.0
6.0
8.0
10.0
12.0
0.0
1000.0
2000.0
3000.0
4000.0
5000.0
6000.0
7000.0
Jan-04Aug-05Mar-07Oct-08May-10Dec-11Jul-13Feb-15Sep-16Apr-18Nov-19Existing Home Market
Sales Months Inv
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%Jan-04Jun-05Nov-06Apr-08Sep-09Feb-11Jul-12Dec-13May-15Oct-16Mar-18Aug-19Case Shiller National HPA
Beacon EconomicsBeacon Economics
The Big Shift
Third
Quarter
2019 (r)
Third
Quarter
2020
Occupied 122,731 126,703
Owner 79,489 85,440
Renter 43,241 41,262
Vacant 17,051 14,246 59.0
60.0
61.0
62.0
63.0
64.0
65.0
66.0
67.0
68.0
69.0
70.0
2006-01-012006-12-012007-11-012008-10-012009-09-012010-08-012011-07-012012-06-012013-05-012014-04-012015-03-012016-02-012017-01-012017-12-012018-11-012019-10-01US Homeownership Rate
Beacon EconomicsBeacon Economics
Residential Real Estate –East Bay
Source: CoreLogic
0
2
4
6
8
10
12
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Existing Single Family Homes
East Bay
Median Price Sales
County
Median Prices
($000s)Sales
Q3-20 1-Yr
Growth Q3-20 1-Yr
Growth
Contra Costa 750 17.7 3,804 17.1
Alameda 965 10.3 2,647 -12.3
Santa Clara 1,320 11.2 3,446 17.5
San Francisco 1,601 6.7 725 18.5
Beacon EconomicsBeacon Economics
Housing Starts
0
200
400
600
800
1000
1200
1400
2015-10-012016-02-012016-06-012016-10-012017-02-012017-06-012017-10-012018-02-012018-06-012018-10-012019-02-012019-06-012019-10-012020-02-012020-06-012020-10-01SF Housing Starts
0
200
400
600
800
1000
1200
1400
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
Q1-04Q2-05Q3-06Q4-07Q1-09Q2-10Q3-11Q4-12Q1-14Q2-15Q3-16Q4-17Q1-19Q2-20SF Permits in CA
California Contra Costa
Beacon EconomicsBeacon Economics
Apartments?
0
100
200
300
400
500
600
700
2015-09-012016-01-012016-05-012016-09-012017-01-012017-05-012017-09-012018-01-012018-05-012018-09-012019-01-012019-05-012019-09-012020-01-012020-05-012020-09-01MF Housing Starts
0
200
400
600
800
1000
1200
1400
1600
0
1
2
3
4
5
6
7
8
9
Q1-07Q1-08Q1-09Q1-10Q1-11Q1-12Q1-13Q1-14Q1-15Q1-16Q1-17Q1-18Q1-19Q1-20US Apartment Markets
Rent Vacancy
Beacon EconomicsBeacon Economics
Apartments?
Beacon EconomicsBeacon Economics
Apartment Market
Source: REIS
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
Unemployment by Tenure
Owned Or Being Bought By A Hh Member
Rented for cash
Beacon EconomicsBeacon Economics
Rent and Vacancies
Source: REIS
800
1,300
1,800
2,300
2,800
3,300
Q3-05Q1-07Q3-08Q1-10Q3-11Q1-13Q3-14Q1-16Q3-17Q1-19Q3-20Rent Price ($)Cost of Rent
East Bay South Bay San Francisco
2
2.5
3
3.5
4
4.5
5
5.5
6
Q3-05Q1-07Q3-08Q1-10Q3-11Q1-13Q3-14Q1-16Q3-17Q1-19Q3-20(%)Vacancy Rate
East Bay South Bay San Francisco
Beacon EconomicsBeacon Economics
MF Residential Permits
Source: CIRB
0
500
1000
1500
2000
2500
Q1-04Q1-05Q1-06Q1-07Q1-08Q1-09Q1-10Q1-11Q1-12Q1-13Q1-14Q1-15Q1-16Q1-17Q1-18Q1-19Q1-20East Bay Permits
Alameda Contra Costa
Beacon EconomicsBeacon Economics
Credit issues?
0
5
10
15
0
5
10
15
Credit
Card
Mort
gage
Auto
Loan
HE
Revolvin
g
Percent of Balance 90+Days Delinquent by Loan Type
0
2
4
6
8
10
12
1995:01:001996:02:001997:03:001998:04:002000:01:002001:02:002002:03:002003:04:002005:01:002006:02:002007:03:002008:04:002010:01:002011:02:002012:03:002013:04:002015:01:002016:02:002017:03:002018:04:002020:01:00Commercial Bank Delinquencies to Q3
RealEstate Consumer C&I
Beacon EconomicsBeacon Economics
The biggest lagging indicator: Jobs
Beacon EconomicsBeacon Economics
Misreading Unemployment
56.0
58.0
60.0
62.0
64.0
66.0
68.0
1984-05-011987-01-011989-09-011992-05-011995-01-011997-09-012000-05-012003-01-012005-09-012008-05-012011-01-012013-09-012016-05-012019-01-01US Participation Rate
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
Jan-97Jul-98Jan-00Jul-01Jan-03Jul-04Jan-06Jul-07Jan-09Jul-10Jan-12Jul-13Jan-15Jul-16Jan-18Jul-19Unemployment Rate by Reason
Temp Layoff Unemployed
Beacon EconomicsBeacon Economics
Labor Market
Source: California EDD
90
95
100
105
110
115
120
125
Indexed at 100Labor Force Growth
South Bay Contra Costa San Francisco
0
2
4
6
8
10
12
14
16
(%)Unemployment Rate
South Bay Contra Costa San Francisco
Beacon EconomicsBeacon Economics
Employment –East Bay
Source: California EDD
800
850
900
950
1,000
1,050
1,100
1,150
1,200
1,250
Employment (000s, SA)Total Nonfarm Employment
Industry
East Bay
Nov-20 Feb-Nov
% Chg
Feb-Nov
Abs. Chg
Total Nonfarm 1,073 -9.5 -133.2
Finance 55 -0.2 -0.1
Prof/Tech/Sci 100 -1.2 -1.2
Information 27 -4.2 -1.2
Logistics 190 -5.0 -10.0
Wholesale Trade 43 -6.1 -2.8
Retail Trade 105 -6.7 -7.6
Education/Health 185 -6.9 -13.7
Admin Support 60 -7.9 -5.2
Government 158 -9.7 -17.0
Manufacturing 86 -13.2 -13.0
Leisure and Hospitality 86 -28.2 -33.6
Beacon EconomicsBeacon Economics
Silver Linings to a Cloudy December
-600 -400 -200 0 200
Total nonfarm
Professional and business…
Retail trade
Temporary help services
Construction
Transportation and warehousing
Manufacturing
Health care and social assistance
Wholesale trade
Financial activities
Mining and logging
Utilities
Information
Other services
Education and health services(1)
Government
Leisure and hospitality
Nov-Dec Job Losses
0.0
5.0
10.0
15.0
20.0
25.0
2007-01-012007-10-012008-07-012009-04-012010-01-012010-10-012011-07-012012-04-012013-01-012013-10-012014-07-012015-04-012016-01-012016-10-012017-07-012018-04-012019-01-012019-10-012020-07-01U-6 Unemployment
Beacon EconomicsBeacon Economics
K Shaped Recovery?
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
2000-01-012001-05-012002-09-012004-01-012005-05-012006-09-012008-01-012009-05-012010-09-012012-01-012013-05-012014-09-012016-01-012017-05-012018-09-012020-01-01Unemployment by Education
Bach Plus High School
50.0
52.0
54.0
56.0
58.0
60.0
62.0
64.0
66.0
68.0
70.0
Jan-16May-16Sep-16Jan-17May-17Sep-17Jan-18May-18Sep-18Jan-19May-19Sep-19Jan-20May-20Sep-20Participation Rates
Women Men
Beacon EconomicsBeacon Economics
More Context
0.0
1.0
2.0
3.0
4.0
5.0
6.0
2000-12-012002-03-012003-06-012004-09-012005-12-012007-03-012008-06-012009-09-012010-12-012012-03-012013-06-012014-09-012015-12-012017-03-012018-06-012019-09-01US Job Openings Rate
80
85
90
95
100
105
110
Jun-19Aug-19Oct-19Dec-19Feb-20Apr-20Jun-20Aug-20Oct-20Indexes of Earnings
and Jobs
Earned Inc HH Emp
Agg
Wages Jobs
Alameda
2018 4.9%2.0%
2019 6.4%0.6%
2020 -4.3%-13.0%
Contra Costa
2018 3.4%0.7%
2019 4.5%0.1%
2020 -4.0%-13.9%
San Francisco
2018 10.7%3.1%
2019 20.1%2.8%
2020 -5.8%-13.3%
San Jose
2018 10.1%2.6%
2019 3.2%1.7%
2020 4.7%-10.2%
QCEW Q2 to Q2
Beacon EconomicsBeacon Economics
Open Businesses
Source: Womply / Opportunity Insights
% Change in Open Small Businesses:
January 2020 through November 29, 2020
United States *-7.2%
Wyoming -13.8%
Oklahoma -11.5%
West Virginia -11.3%
Alaska -11.2%
Louisiana -10.3%
North Dakota -10.1%
Texas -9.8%
New Mexico -9.5%
Nevada -9.5%
Hawaii -8.8%
Tennessee -8.2%
Michigan -8.2%
New York -8.1%
Nominal GDP
Decline H1 2020
Beacon EconomicsBeacon Economics
Small Business?
Source: United States Census Bureau
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
Q3-2005Q2-2006Q1-2007Q4-2007Q3-2008Q2-2009Q1-2010Q4-2010Q3-2011Q2-2012Q1-2013Q4-2013Q3-2014Q2-2015Q1-2016Q4-2016Q3-2017Q2-2018Q1-2019Q4-2019Q3-2020Regional Business Applications (Thousands)Business Applications
Northeast Midwest South West
Beacon EconomicsBeacon Economics
Policy (Over)reaction
Fiscal Stimulus Plans
Unemployment Insurance
Local Government Support
PPP Loans
Direct Transfers to People
Monetary Stimulus
Rate Cuts
Quantitative Easing
Beacon EconomicsBeacon Economics
Policy (Over)reaction
0.0
1000.0
2000.0
3000.0
4000.0
5000.0
6000.0
7000.0
2015-08-012015-12-012016-04-012016-08-012016-12-012017-04-012017-08-012017-12-012018-04-012018-08-012018-12-012019-04-012019-08-012019-12-012020-04-012020-08-01Household Savings Billions SAAR
$1.5 Tr Excess
Savings
-4000
-3000
-2000
-1000
0
1000
2000
3000
4000
Income / Outlays National, Trend from
Jan 2020 SAAR
Govt Benefits Earned Inc Outlays
Beacon EconomicsBeacon Economics
Who is Ahead / Behind?
Beacon EconomicsBeacon Economics
Dry Powder
$2.5 Tr Excess
Deposits
10000
11000
12000
13000
14000
15000
16000
17000
2015-11-012016-03-012016-07-012016-11-012017-03-012017-07-012017-11-012018-03-012018-07-012018-11-012019-03-012019-07-012019-11-012020-03-012020-07-012020-11-01Commercial Bank Deposits
0
5
10
15
20
25
30
35
40
45
50
1881 1909 1940 1970 2001
Robert Shiller P/E Ratio
Beacon EconomicsBeacon Economics
Government Debt
Source: FRED 47
-1000
0
1000
2000
3000
4000
5000
2007-01-012007-10-012008-07-012009-04-012010-01-012010-10-012011-07-012012-04-012013-01-012013-10-012014-07-012015-04-012016-01-012016-10-012017-07-012018-04-012019-01-012019-10-01Total Borrowing (Annual Billions)
Household State Local Federal
Non-Financial Financial
-3500000
-3000000
-2500000
-2000000
-1500000
-1000000
-500000
0
500000
1978-01-011982-01-011986-01-011990-01-011994-01-011998-01-012002-01-012006-01-012010-01-012014-01-012018-01-01FY Federal Deficit
Beacon EconomicsBeacon Economics
The Fiscal Outlook
0
500
1000
1500
2000
2500
3000
3500
4000
Q12002Q2Q3Q4Q12007Q2Q3Q4Q12012Q2Q3Q4Q12017Q2Q3Current Receipts
S&L Rec Fed Rec
-7000
-6000
-5000
-4000
-3000
-2000
-1000
0
1000
Q12002Q2Q3Q4Q12007Q2Q3Q4Q12012Q2Q3Q4Q12017Q2Q3Government Net Lending
S&L Net Fed Net
Beacon EconomicsBeacon Economics
Public Infrastructure Spending & Financing -
National
Source: Congressional Budget Office 49
70
75
80
85
90
95
100
105
110
Indexed at 100Public Infrastructure Spending
Total US
Federal State & Local
0
20
40
60
80
100
Billions of $Federally-Supported Financing
Total US
Direct Federal Credit Programs
State Revolving Funds & Infrastructure Banks
Tax Credit Bonds
Tax-Exempt Bonds
2017 (Billions)
Federal: $98.4
State/Local: $342.1
Beacon EconomicsBeacon Economics
State Budget Issues?
Beacon EconomicsBeacon Economics
Federal Reserve Policy
Source: FRED 51
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
Effective Federal Funds Rate
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
Fed Balance Sheet
Beacon EconomicsBeacon Economics
Unneeded Liquidity
Source: FRED 52
300
400
500
600
700
800
900
Real Average Household Wealth
0.0
5.0
10.0
15.0
20.0
25.0
1960-01-011964-01-011968-01-011972-01-011976-01-011980-01-011984-01-011988-01-011992-01-011996-01-012000-01-012004-01-012008-01-012012-01-012016-01-012020-01-01Y-o-Y M2 Growth
Beacon EconomicsBeacon Economics
Rates and Inflation
0.0
0.5
1.0
1.5
2.0
2.5
3.0
2000-01-012001-05-012002-09-012004-01-012005-05-012006-09-012008-01-012009-05-012010-09-012012-01-012013-05-012014-09-012016-01-012017-05-012018-09-012020-01-01Core PCE Inflation Rate
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
10 Year Treasury Yields
Beacon EconomicsBeacon Economics
Long Run Consumer / Business Behavior
Personal Behavior
This is not a “new normal”
⏤Polio, smallpox, plague, etc
⏤Spanish flu, MERS, SARS
⏤Terrorism episodes
⏤No permanent change in consumer
behavior seen
Some segments will lag
⏤Older consumers
⏤Global tourism
Business Issues
Shakeout in stressed sectors
⏤Oversupply of restaurants
⏤Retail shifting to online
Perhaps a good lesson?
⏤More flexibility for remote work
⏤Some long run impact on business travel
⏤Office is not over, but…
⏤Industrial: Local vs global transport
Beacon EconomicsBeacon Economics
A long-needed debate…
Source: MultiState
Beacon EconomicsBeacon Economics
2020: The Long Run Still Matters
It ain’t good, but it ain’t that bad..
⏤The “V” is the only logical outcome
⏤Speed of recovery dictated by pace at
which vaccines rolled out
Baseline Forecast
⏤-4.8% Q1, -31%Q2, 33% Q3, 6% Q4
⏤Close to full recovery by Q3-2021
⏤Unemployment close to 6% by year end
⏤Moderate upticks in debt distress
⏤Little impact on long run real estate
values
⏤Retail / restaurants / tourism to lag
Wildcards
⏤Global situation
⏤How long until travel gets going
⏤Government budgets
The true enemy: Miserabilism
⏤Problem before the pandemic
⏤More bad policy driven by a basic lack
of context
⏤Health needs conflated with culture
wars
⏤No consideration for tomorrow / the
next generation
Thank You
chris.thornberg@ucr.edu | ucreconomicforecast.org
RECOMMENDATION(S):
ACCEPT report on Budget and Key Issues for FY 2021/22 and beyond.
FISCAL IMPACT:
No fiscal impact. This is an informational report only.
BACKGROUND:
Attached is the report on Budget and Key Issues.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/26/2021 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
Federal D. Glover, District V Supervisor
Contact: Lisa Driscoll, County Finance
Director (925) 335-1023
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: January 26, 2021
Monica Nino, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: Robert Campbell, Auditor-Controller, All County Departments (via CAO)
D.3
To:Board of Supervisors
From:Monica Nino, County Administrator
Date:January 26, 2021
Contra
Costa
County
Subject:Board of Supervisors Annual Retreat Budget and Key Issues for FY 2021/22 and Beyond
CLERK'S ADDENDUM
Speakers: Melvin Willis, ACCE; Marianna Moore, Budget Justice Coalition and Ensuring
Opportunity Campaign; Ruth Hernandez, Executive Director, First 5 Contra Costa; Edith
Pastrano, Richmond; Dan Geiger, Budget Justice Coalition; Paul Arudi, Richmond; Rosa Vargas,
Bay Point.
ATTACHMENTS
Budget and Key Issues
Contra Costa
County Update
Budget & Key
Issues
Presentation to
Board of Supervisors
January 26, 2021
Contra Costa County
Familiar Budget Drivers and Challenges
for 2021 and Beyond
Economic Forecast
State & Federal Budgets
Labor Negotiations
Strategic Use of Reserves
Fund Infrastructure Needs (Repair & Maintenance)
Fund System Infrastructure
Adequately Fund Public Safety & Health Departments
2
2020/21 Achievements
Budget structurally balanced for ten consecutive years and received the
Government Finance Officers Association Distinguished Budget
Presentation Award for each of those years, the current year budget is
built on assumption of 4.5% increase in assessed valuations (AV), actual
AV was 4.87% for 2020/21
OPEB managed (unfunded liability reduced from $2.6 B in 2006 to
current $523.9 million as of 6/30/2020)
We have labor contracts in place with all of our bargaining
unions/associations, which provide improved health insurance benefits
and wages.
Assessed Value, on which general purpose revenue is based, was up
6.34% in 2018/19; 5.3% in 2019/20; 4.87% in 2020/21; and is
projected to grow 4.0% in FY 2021/22
3
General Fund for 2020/21 -$1.86 B -(total adjusted budget
without carryforward, excluding fire and special districts, for
2020/21 -$4.09 B)
County maintained it’s AAA bond rating from Standard &
Poor’s and Aa2 bond rating from Moody’s with both
agencies continuing to cite the County’s robust financial
position, including strong tax base and wealth and income
profile.
Created a permanent Office of Reentry and Justice within
the Probation department beginning July 1.
4
2020/21 Achievements
Facilitating the implementation of a felony mental health
diversion program through the Department of State Hospitals.
Continuing to support the Racial Justice Oversight Body to
reduce racial disparities in the adult and juvenile justice
systems.
Continuing work with the Board and departments to fund
enhanced detention health initiatives, including the addition
of 53.1 FTE and construction of an acute psychiatric care unit
to serve patient-inmates within the adult detention facilities
Supported the Census 2020 Complete Count and surpassed
the 2010 Self Response rate.
5
2020/21 Achievements
Bay Area
Unemployment
Rate
November 2020
(Unadjusted)
The County’s unemployment levels rebounded
strongly from the highs experienced during the
Financial Crisis in 2008-2010, reaching peak
employment in 2019. Subsequent to COVID-19. the
county has increased in line with State and national
trends.
◦Marin 4.7%
◦Santa Clara 5.1%
◦San Mateo 5.1%
◦Sonoma 5.5%
◦San Francisco 5.7%
◦Napa 6.0%
◦Alameda 6.7%
◦Contra Costa 6.8%
◦Solano 7.5%
9 County Average 5.9% (2.8% Last Year)
6
Property taxes declined by over 11% between 2009 and 2012 and then grew
significantly between 2014 and 2019. Projecting a more normal increase of 4%
going into next few years. Actual Contra Costa County experience:
•2009/10 (7.19% decline)
•2010/11 (3.38 decline)
•2011/12 (0.49% decline)
•2012/13 0.86% increase
•2013/14 3.45% increase
•2014/15 9.09% increase
•2015/16 7.53% increase
•2016/17 6.01% increase
•2017/18 5.78% increase
•2018/19 6.34% increase
•2019/20 5.30% increase
•2020/21 4.87% increase
County Property Tax
7
The County’s assessed valuation has rebounded from the recession with nine consecutive years
of growth
For FY 2020-21, the County’s secured assessed valuation increased 4.8% to $224 billion
The County projects FY 2021-22 assessed valuation will grow 4.0%
The delinquency rate on tax collections was less than 1% in FY 2019-20
Secured AV represents 97.4% of Total AV in the County
Secured Assessed Value and Annual Assessed Value Growth1
$139
8
$145
$158
$170
$181
$191
$203
0.7%
3.9%
9.2%
7.8%
6.1%
5.7%
6.2%
5.1%
4.8%
0%
1%
2%
3%
4%
5%
6%
7%
8%
$224
$214 9%
$0
$50
$100
$150
$200
$250 10%
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Assessed Value Growth(YoY)Secured Assessed Value ($billions)Assessed Valuation and Assessment Roll
Growth
Property taxes declined by over 13% between 2009 and 2013. These taxes then
significantly increased between 2014 and 2019. Now returning to a more normal
increase of around 4% going into the next few years. Actual District experience:
•2009-10 (7.8% decline)
•2010-11 (2.4% decline)
•2011-12 (1.9% decline)
•2012-13 (1.2% decline)
•2013-14 5.9% increase
•2014-15 9.3% increase
•2015-16 6.9% increase
•2016-17 6.32% Increase
•2017-18 5.53% increase
•2018-19 6.44% increase
•2019-20 5.50% Increase
•2020/21 5.22% increase
Contra Costa Fire District Property Tax
9
10
General Fund Reserves Performance in
Sync with Policy
For FY 2019-20, total General Fund revenues were $1.728 billion and the total fund balance was $637.2
million, or 36.9% of total General Fund revenue
Of the $637.2 million:
−$353.5 million was unassigned –20.5% of total General Fund Revenues
−$283.7 million was assigned, committed, restricted or nonspendable
1.Source: Contra Costa County Comprehensive Annual Financial Report for fiscal year 2020
7.2%
9.4%
11.0%
13.2%
16.5%
17.9%
16.6%
20.1%20.5%
0.05
0.07
0.09
0.11
0.13
0.15
0.17
0.19
0.21
0.23
2011-12
Actual
2012-13
Actual
2013-14
Actual
2014-15
Actual
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Actual
11
The County received $227.8 million in CARES Act Coronavirus Relief Funds (CRF) to assist with its
response to COVID-19 ($201.2 million from Federal direct allocation and $26.5 million from State
sub-recipient allocation)
All funds have been spent and were applied to various permitted purposes, including
payroll for public health and safety employees; improvements to telework capabilities;
medical expenses; and public health expenses for the period March 1 –December 31, 2020
FY 2021 Key Budget Provisions
In its FY 2021 Final Budget, the County closed a $35.0 million General Fund funding gap through
a combination of mostly one-time spending reductions, revenue increases (including funding
authorized under the CARES Act), the use of prior year fund balances, and the elimination of 93
vacant/unfunded FTE positions in the offices of the Assessor, Employment and Human Services,
and Probation
As part of budget adoption, the Board re-affirmed its policy prohibiting the use of general-
purpose revenue to back-fill reductions in revenues to be received from the State
Appropriates an additional $30.0 million on homeless housing and wraparound services directly
related to COVID-19, to be funded with CARES Act/FEMA monies
Did not anticipate the receipt of additional federal relief funding
Impact of COVID-19 on the County
Authorized in the December stimulus package (H.R. 133)
County received direct allocation of $34,296,331 on January 20th
County Administrator has convened an interdepartmental workgroup to provide immediate
policy options to the Board
Funding must be obligated by September 30, 2021 to avoid reallocation
Basic Eligibility (in statute)
Qualified for unemployment or has experienced reduction in income
Experienced financial hardship due to COVID-19;
At -risk of experiencing homelessness or housing instability;
Landlords may seek assistance on behalf of tenant so long as tenant co -signs
Payments provided directly to landlords on behalf tenants, unless landlords opts out
Assistance to households generally may not exceed 12 months (including any arrearages),
but could be extended to 15 months
Emergency Rental Assistance Program
12
13
FY 2020/21 Mid-year Preliminary Stats
Budget Performing As Expected
Mid-Year 20-21 Mid-Year 19-20 Mid-Year 18-19 Mid-Year 17-18
ALL FUNDS Budget Actual Percent Percent Percent Percent
Expenditures $4,198,963,094 $1,831,077,772 43.6%40.7%41.0%41.6%
Revenues $3,911,348,812 $1,740,794,707 44.5%39.2%44.3%43.6%
GENERAL FUND Budget Actual Percent Percent Percent Percent
Expenditures $1,965,560,019 $840,093,359 42.7%40.5%41.2%37.5%
Revenues $1,780,702,923 $826,117,637 46.4%37.1%40.5%40.4%
Wages & Benefits $978,968,798 $441,582,986 45.11%45.7%45.9%46.0%
Services & Supplies $666,315,582 $285,698,013 42.88%37.4%38.6%38.3%
Other Charges $300,715,177 $137,100,204 45.59%40.4%43.9%40.4%
Fixed Assets $150,267,821 $37,320,217 24.84%23.5%23.1%14.4%
Inter-departmental Charges ($140,707,359)($61,608,060)43.78%41.0%45.8%46.5%
Contingencies $10,000,000
Total Expenses $1,965,560,019 $840,093,359 40.5%40.5%41.2%40.4%
Taxes $461,313,000 $288,104,864 62.45%64.0%63.8%59.7%
License, Permits, Franchises $12,733,764 $2,950,802 23.17%29.5%31.7%31.2%
Fines, Forfeitures, Penalties $24,371,494 $1,100,871 4.52%8.1%11.0%7.6%
Use of Money & Property $5,671,750 $2,391,061 42.16%28.5%82.9%48.8%
Federal/State Assistance $723,789,799 $363,148,526 50.17%28.2%37.3%33.0%
Charges for Current Services $193,946,629 $84,859,095 43.75%31.8%37.9%38.8%
Other Revenue $358,876,488 $83,562,419 23.28%27.4%23.4%22.4%
Total Revenues $1,780,702,923 $826,117,637 46.39%37.1%40.5%38.0%
General
Purpose
Revenue
Distribution
Most of the General
Purpose and Debt
Service Revenue is
allocated to a handful of
County Departments/
Program areas; in fact,
85.9% of our General
Purpose and Debt
Service Revenue is
spent in just nine
departments
14
2020-21
Adjusted
Share of
Total
Health Services $158,356,000 30.9%
Sheriff-Coroner 99,268,000 19.4%
Probation 43,499,500 8.5%
Public Defender 29,109,000 5.7%
Employment and Human Services 28,573,000 5.6%
Public Works 26,694,000 5.2%
District Attorney 22,630,000 4.4%
Assessor 16,665,500 3.3%
Capital Improvements 14,850,000 2.9%
* January Adjusted without Carryforwards
15
Contract Status
Total Number Contract
of Permanent Employees 1 Expiration Date
AFSCME Local 512, Professional and Technical Employees 234 6/30/2022
AFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,474 6/30/2022
California Nurses Association 767 9/30/2021
CCC Defenders Association 95 6/30/2022
CCC Deputy District Attorneys’ Association 87 6/30/2022
Deputy Sheriffs Association, Mgmt Unit and Rank and File Unit 842 6/30/2023
Deputy Sheriffs Association, Probation Peace Officers Association 193 6/30/2023
District Attorney Investigator’s Association 19 6/30/2023
IAFF Local 1230 332 6/30/2023
IHSS SEIU - 2015 6/30/2022
Physicians and Dentists of Contra Costa 254 10/31/2022
Professional & Technical Engineers – Local 21, AFL-CIO 1,129 6/30/2022
Public Employees Union, Local One & FACS Site Supervisor Unit 541 6/30/2022
SEIU Local 1021, Rank and File and Service Line Supervisors Units 847 6/30/2022
Teamsters, Local 856 1,821 6/30/2022
United Chief Officers' Association 12 6/30/2023
Western Council of Engineers 25 6/30/2022
Management Classified & Exempt & Management Project 418 n/a
Total 9,090 100%
1 Permanent number of filled Positions as of November 2020 (not FTE)
Pension Cost
Management
◦Contra Costa County Employee Retirement
Association’s (CCCERA) assumed rate of return
is currently 7.00%
◦FY 2021-22 the final annual County Pension
Obligation Bond (POBs) payment will be made
June 2022 –the final payment is $47.4 million
◦FY 2021-22 the Final Fire Protection District
POB transfer will be made June 2022 -the
final transfer is $11.45 million (into
Securitization Fund/June 2023)
◦Without the issuance of these POBs, both the
County and Fire Protection District’s
Unfunded Liabilities would be significantly
higher
◦Paulson Settlement Payments $2.76 M per
year until final annuity on February 1, 2024 -
$1.4 million
16
CCCERA lowered its investment earnings assumption from 7.25% to 7.00%, beginning in calendar year 2014
County UAAL as of 12/31/2019 was $607.93 million
1.Source: Contra Costa County Employees’ Retirement Association, Actuarial Valuation as of December 31,2019
Contra Costa County
Annual Pension Cost1
Year Ended
Dec.31
Annual Pension
Cost ($000s)%Contributed
2010 $183,951 100.0%
2011 200,389 100.0%
2012 212,321 100.0%
2013 228,017 103.1%
2014 288,760 101.7%
2015 321,220 100.8%
2016 307,909 100.0%
2017 314,512 100.1%
2018 324,863 100.1%
2019 326,717 100.4%
Comparable California County
Pension Funding (as of 2018)
County
(Issuer Rating)
Contra Costa
Aa2/AAA/NR
Alameda
Aaa/AAA/AAA
San Mateo
Aaa/AAA/NR
Marin
Aaa/AAA/AAA
Orange
Aa1/AA+/AAA
San Diego
Aaa/AAA/AAA
Santa Clara
Aa1/AAA/AA+
Assumed Pension
Investment Rate 7.00%7.25%6.92%7.00%7.00%7.25%7.15%
Pension
Funding Ratio 89.3%86.0%87.5%88.3%72.4%78.4%71.8%
Solid Pension Funding Status
Contra Costa County Employees’ Retirement Association Pension Funding Status ($000s)
Actuarial Valuation
Date
Total CCCERA Unfunded Actuarial
Accrued Liabilities Funded Ratio County UAAL CCC Fire Protection
District UAAL
2009 $1,024,673 83.80%$727,578 $68,294
2010 1,312,215 80.30%918,919 104,750
2011 1,488,593 78.50%1,037,535 130,737
2012 2,279,059 70.60%1,591,610 228,950
2013 1,823,681 76.40%1,260,363 180,209
2014 1,469,942 81.70%1,003,749 151,686
2015 1,311,823 84.50%879,610 154,708
2016 1,187,437 86.50%776,396 143,193
2017 1,059,356 88.50%689,426 131,765
2018 1,031,966 89.30%677,735 123,353
2019 947,054 90.60%607,938 132,554
17
The County establishing an OPEB Trust in 2008 and began pre-funding benefits that
same year.
Pre-funding is currently $20 million per year
The funded ratio is 39.5% as of the most recent valuation date (6/30/2020)
18
OPEB Trust Prefunding Status
Other Post Employment Benefit Funding Status ($000s)
Actuarial Valuation
Date Total Liability Net Liability Funded Ratio
2008 $2,367,023 $2,367,023 0.00%
2009 1,879,242 1,859,204 1.10%
2010 1,046,113 1,021,065 2.40%
2011 1,078,665 1,016,945 5.70%
2012 1,033,801 948,310 8.30%
2013 1,033,776 968,285 6.30%
2014 923,848 794,422 14.00%
2015 939,053 764,329 18.60%
2016 902,011 706,035 21.70%
2017 928,782 693,566 25.30%
2018 932,187 662,517 28.90%
2019 958,588 650,074 32.20%
2020 865,62 523,933 39.50%
Preliminary employee/position data
FY 2021/22
19
9,953 FTE (90 FTE Increase over last year)
Total salary and benefit cost of $1,638,440,957
($81.0 million increase over FY 2020/21 budget)
Average wages of $96,336
Average retirement cost of $36,885
Average health insurance cost $15,528
Average total cost of a position $164,620
20
Community Corrections Partnership
CCP passed a FY 21/22 Budget Recommendation of $29,949,274 in December
2020, an increase of 5.9% over the current year.
PPC to review and approve the budget on January 25, 2021
Approximately 23% ($7.0 million) of the budget is allocated to Community Based
Organizations
CCP budget relies on approximately $26.5 million in base revenue and $3.5
million of CCP fund balance in FY 2021/22 (expenses exceed base revenues)
Assuming just a 3% increase each year to expenditures over the next 4 years for
existing employee/program costs, the County would be required to draw $19.1
million from CCP fund balance to fund AB109 programs through FY 2025-26.
Assuming a FY 21/22 estimated beginning fund balance of $20.6 million, fund
balance would be reduced to $1.5 million at the close of FY 25/26.
At $1.5 million, fund balance would be at 4% of FY 25/26 projected expenditures.
Goal is 50% of expenditures (Approx. 6 months of operations)
21
Community Corrections Partnership
Contra Costa Fire Protection District
Reasons For Optimism
◦“Alliance” ambulance program stable (for now)
◦Net decrease of $3.8 million in debt service payments in FY 2021-22
◦Payments on existing Pension Obligation Bonds decreasing by approximately $5.7 million in FY 2021/22
◦New debt service on capital construction projects is scheduled at $1.9 million annually.
Reasons For Concern
◦Property Tax revenue increases anticipated to slow
◦Assumption of 4.0% for 21/22
◦Additional decreases possible in 22/23 and beyond
◦Cost of prior labor contracts
◦$8.7 million in FY 2021-22 (total three-year cost of $26.2 million)
◦Increase in employer pension costs due to the depooling of Safety Cost Group #8, which
impacts Contra costa Fire Protection District and East Contra Costa Fire Protection
District
◦Estimated increase of approximately $1.5-$2.0 million in FY 21/22
◦Litigation/ongoing appeal of PERB decision regarding United Chief Officers Association
22
23
Contra Costa Regional Medical Center
Contra Costa Regional Medical Center (CCRMC) is a 164-bed acute care public hospital owned and operated
by the County. It is inclusive of ten ambulatory health care centers, which are licensed as outpatient
departments of the hospital.
The Hospital Enterprise Fund represents 14% of the County’s FY 2020-21 Final Budget
Operation of the CCRMC is financially administered primarily with Hospital/Health Plan revenues, with the
County General Fund subsidizing 12% of CCRMC’s budget, or $77.2 million planned for FY 2020-21
The County General Fund allocation had been significantly reduced over the last five years following the
implementation of the Affordable Care Act (ACA)
ACA membership and related revenue declined in FY 2018-19; the ACA impact coupled with new labor
agreement costs created a need for additional subsidy in FY 2019-20
$27.3 $27.4 $26.1 $27.3
$60.2
$77.2
0
10
20
50
40
30
60
70
80
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Actual
2020-21
Budget$MillionsGeneral Fund Contribution to
Health Services Enterprise Funds
Regional Medical Center Budget ($000s)
2018-19
Actual
2019-20
Actual
2020-21
Final Budget
Beginning Net Position $129,441 $146,527 $155,830
Revenue 625,080 609,582 615,890
Expenditures 627,251 651,402 660,553
Transfers In Subsidy 23,304 56,228 73,245
Ending Net Position 146,527 155,830 166,559
Change in Net Position $17,087 $9,303 $10,728
24
Reasons For Concern
Revenues will not keep up with expenditures for 2020/21 nor are they likely
to do so for 2021/22 and beyond
Inflation is coming back sooner rather than later
Aging Technology –in process to replace the Finance System & Tax Systems
at an approximate cost of $18 million each
Unknown to what level the Federal government will respond to counties
needs
Real issues coming due to excessive stimulus funds
Ongoing funding for County Hospital, Clinics, and Health Plan -it continues
to be difficult to support the hospital with increased costs. We continue to
reduce programs in other areas to support Hospital needs. We must
consider alternative revenue streams and right size services to resources
available.
25
FY 2021-22 Budget Hearing Format
Draft agenda for discussion purposes
◦Introduction/summary by County Administrator
◦Departmental presentations:
◦Sheriff-Coroner
◦District Attorney
◦Public Defender
◦Health Services Director
◦Employment and Human Services Director
◦Suggested changes for this year?
◦Deliberation
Budget Hearing on April 20th (hearing can be continued if needed)
Beilenson Hearings may be required at later date
Budget Adoption on May 11th
◦The Fire Board will receive a budget presentation on the District’s budget on April
27. Per the norm the Fire Budget Hearing and Adoption will occur along with the
Countywide Budget on May 11th.
RECOMMENDATION(S):
Accept report on Capital Projects.
FISCAL IMPACT:
No fiscal impact. This is an informational report
only.
BACKGROUND:
See attached report.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/26/2021 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: Eric Angstadt, Assistant County
Administrator 925-335-1009
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: January 26, 2021
Monica Nino, County Administrator and Clerk of the Board of
Supervisors
By: June McHuen, Deputy
cc: All County Departments (via CAO)
D.4
To:Board of Supervisors
From:Monica Nino, County Administrator
Date:January 26, 2021
Contra
Costa
County
Subject:Annual Report on Capital Projects
CLERK'S ADDENDUM
Speakers: No Name Given and Pete Bennett are in favor of underground parking for any new
structure replacing 651 Pine Street (old administration building).
ATTACHMENTS
Capital Projects Update
1
Contra Costa
County Capital
Projects Update
Presentation to
Board of Supervisors
January 26, 2021
2
Agenda
Master Facilities Plan
Current Major Projects
651 Pine Street Demo and Redevelopment
3
Master Facilities Plan
•State of Current Inventory
•County Policies
•New Construction (if any needed)
•Maintenance Levels & Cost
•Financing
4
Module M –Martinez Detention Facility
Remodel of existing Module M to make 5 hospital equivalent mental health
beds and space for a return to competence program
$16.3 million budget –County funds
Under construction
5
West County Re-Entry and Treatment Facility –WRTH
•96 mental health treatment beds and 288 general population beds
•Re -entry services, visitation and programming space
•$95 million budget –$70 million State grant, $25 million County funds
•Waiting for State approval to issue RFP
•Three Design Build teams already pre-approved to Bid
6
651 Pine Street Demo and Redevelopment
•Demolition of former administration tower and North Wing
•Build new 20,000 square foot office building with approximately 80 parking
spaces
•Public plaza areas after demo of Old Jail annex
•Relocation of telecommunications infrastructure in and on 651 Pine Street tower
•$65 million budget –$45 million new debt (Estimate of $2.8 million annual), $20
million County funds
•Five design build teams are in the pre-qualification process and interested in
bidding on project
Site Plan 7
Aerial Garage Floor Plan 8
Aerial Second Floor Test Fit Plan 9
Second Floor Test Fit Plan 10
Aerial Third Floor Plan 11
Southwest Aerial View –2 Story Building 12
Southwest Aerial View –3 Story Building 13
Northwest Aerial View –2 Story Building 14
Northwest Aerial View –3 Story Building 15
Northwest View From Admin Building –3 Story Building 16
View Down Pine Street –2 Story Building 17
View Down Pine Street –3 Story Building 18
View at Main and Pine j-2 Story Building 19
View at Main and Pine j-2 Story Building 20
Aerial View Over Park –2 Story Building 21
Aerial View Over Park –3 Story Building 22
Aerial View Of Park –2 Story Building 23
Aerial View Over Park –3 Story Building 24
View South on Pine Street –2 Story Building 25
View South on Pine Street –3 Story Building 26
27
Options:
1.Two Floors (Parking plus Office) Estimated total project cost $65 million
2.Three Floors (Parking plus 2 floors Office)Estimated total project cost $75 million
3.Two Floors but built to add a floor later Estimated total project cost $68-70 million
4.No Building at all just parking and open space Estimated total project cost $25-30 million
RECOMMENDATION(S):
Accept report on Redistricting 2021.
FISCAL IMPACT:
No fiscal impact. This is an informational report
only.
BACKGROUND:
See attached report.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/26/2021 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 Twa, County Administrators
Office (925) 655-2045
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: January 26, 2021
Monica Nino, County Administrator and Clerk of the Board of
Supervisors
By: June McHuen, Deputy
cc: David Twa, Outgoing County Administrator
D.5
To:Board of Supervisors
From:Monica Nino, County Administrator
Date:January 26, 2021
Contra
Costa
County
Subject:REDISTRICTING 2021
ATTACHMENTS
Redistricting 2021
CONTRA COSTA
COUNTY
BOARD OF SUPERVISORS
REDISTRICTING
Board Retreat, Jan 26,2021
1
PURPOSE / MISSION
CONDUCT A TRANSPARENT
REDISTRICTING PROCESS,
PROVIDING EXCEPTIONAL
PUBLIC ACCESS TO
INFORMATION, LEADING TO
ADOPTION OF THE
REDISTRICTING ORDINANCE
THAT COMPLIES WITH ALL
APPLICABLE LAWS
2
WHAT IS REDISTRICTING?
Every ten years the Board of Supervisors redraws supervisorial district lines to account for population growth and shifts during last decade based on U.S. census data
Redistricting is necessary to comply with Equal Protection Clause, 14th Amendment, U.S. Constitution, “one person, one vote”
Board redistricting last occurred in 2011 (Ord. 2011-15)
Official 2020 U.S. Census data must be used as basis for the Board’s redistricting 3
2001 BOARD REDISTRICTING MAP
4
2011 BOARD REDISTRICTING MAP
5
GOVERNING LAW
14TH Amendment, Equal Protection
Clause, U.S. Constitution –“one
person, one vote”
California Elections Code, Sections
21500-21509
Voting Rights Act of 1965
AB 849 and SB 1108
6
CALIFORNIA LAW
MANDATORY REQUIREMENTS
•Strict Time Limits –Elections Code section 21501 requires that the boundaries of the supervisorial districts shall be adopted by the board no later than December 15, 2021
•Before adopting a final map, the board shall hold at least four (4) Public Hearings
•One before draft maps are drawn
•At least two (2) after the maps are drawn
•At least one on a Saturday, Sunday or after 6:00 PM Monday through Friday
•Public Hearings at a fixed time regardless of other agenda items, but Board may first conclude any item being discussed
7
Changes to the Population Counted
State Prisoners
Inmates in facilities administered by the
state Department of Corrections and
Rehabilitation must be included among the
population counted if they have a last
known residence in Contra Costa County.
It is expected that the Statewide Database
Center will have that information
available, but the State may need “an
extra month” to provide the data.
8
Guidelines for Redistricting
Population equality (deviation from the mean of not
more than +/-5% between districts)
Compliance with Federal law
Districts shall be contiguous
Geographic integrity of neighborhoods shall be respected
Geographic integrity of a city should be respected by the
county
District boundaries should be easily identifiable and
understandable by residents
Geographic compactness of populations
At least Four (4) public Hearings with specific meeting
requirements
Specific timelines for adoption of a plan
9
POPULATION GROWTH
Official 2020 U.S. Census data must be used as basis for the Board’s redistricting
The California Redistricting Database is responsible for redistricting data and will include incarcerated population reallocation numbers
Census 2020 redistricting data was scheduled to be released by April 1, 2021 –however, the data will not be available until a later date.
General growth trends over last decade suggest population growth in San Ramon and East County
10
PROPOSED
WORK PROGRAM
Guiding Principles / Criteria
Data Analysis and Mapping
Public Outreach
Public Hearings and Ordinance Adoption
Interdepartmental Leadership Group
11
GUIDING
PRINCIPLES / CRITERIA
Using existing district boundaries as the
starting point, Board will redraw district
boundaries that to the extent possible:
Achieve near equal population for each
district –within +/-5% between Districts
Use easily identifiable geographic
features and topography to achieve
compact and contiguous district
boundaries
12
GUIDING
PRINCIPLES / CRITERIA -continued
Maintain communities of interest in a
single district and avoid splitting
communities.
Communities of interest may be defined
by existing boundaries for
Cities
School Districts
Special Districts
Unincorporated communities
13
DATA ANALYSIS & MAPPING
Existing Department of Conservation and Development (DCD) staffing and resources, including GIS mapping program, will be used to map district boundaries
DCD will begin mapping district boundary alternatives, with an anticipated 3-6 map alternatives, when census data is available
DCD will require 3-4 weeks to review new census data and geography and mapping of district boundary alternatives
14
PUBLIC OUTREACH
“insure transparent process, providing exceptional public access to information”
Establish Redistricting webpage on County website as
primary portal for public information/access with up-to-date
information and ability for public to provide feedback and
comments
Subject to any modifications required by COVID 19 The
County Administrator’s Office and DCD will support virtual
or in person County wide public workshops to provide
background, present boundary changes, answer questions,
and receive input
Other outreach efforts will include: press releases, public
notice in newspapers, CCTV, civic engagement and
community groups active in the County as well as other
strategies
15
INTERDEPARTMENTAL
LEADERSHIP GROUP
DEPARTMENT ROLE
County Administrator’s Office Facilitate the redistricting
process, Provides oversight and,
direction to DCD in the
development of the maps and
public outreach
Conservation & Development Provides data analysis, prepares
mapping, coordinates public
outreach efforts (maintains
website and prepares outreach
material)
County Counsel Provides legal advice and
assistance to County staff
County Clerk-Recorders Office Provides information and
procedural guidance 16
PROPOSED
TIMELINE/MILESTONES
Milestone: February 9, 2021 Board adopts work program
Milestone: March –June,2021 Census Bureau scheduled release 2021
Census Redistricting Data with
Summary File to states and local
government agencies. Release date
uncertain due to COVID 19
DCD staff reviews new geography,
reviews data, and prepares draft maps.
It will require a minimum of 3-4 weeks
to complete this process.
Milestone: TBD Board Public Hearing #1 Must be held
before the Board draws a draft map or
maps of the proposed supervisorial
district boundaries
17
PROPOSED
TIMELINE/MILESTONES -continued
Milestone: TBD
Milestone: One/two Week period TBD
Board Public Hearing #2: Draft map
alternatives (scenarios) and confirm
public workshops/meetings. Draft
map cannot be released to the
public until at least three weeks
after the Legislature makes
block-level redistricting data
publicly available
Subject to COVID 19 restrictions,
virtual or in person County wide
Public workshops to review
redistricting process, present map
alternatives, and receive comments.
Milestone: TBD Board Public Hearing#3:Redistricting
Map Proposal(s)
18
PROPOSED
TIMELINE/MILESTONES -continued
Milestone: TBD Board Public Hearing #4:
Redistricting Ordinance introduced
Milestone: TBD Redistricting Ordinance set for
adoption
Milestone: TBD Statute of limitations to challenge
adopted district boundaries expires
(30 days after adoption)
Milestones:December 15,2021 Statutory deadline to complete
redistricting (CA Elections Code
section 21501) Not later than 174
days prior to the June 7, 2022
primary election. However, the Clerk-
Recorder need to update their
elections systems once the new
maps are adopted, and has
requested that they have the
adopted maps by early Nov 2021.19
BOARD REDISTRICTING 2021
QUESTIONS?
20
RECOMMENDATION(S):
Accept COVID-19 response update - Protecting Our Community During
COVID-19.
FISCAL IMPACT:
No fiscal impact. This is an information report only.
BACKGROUND:
See attached report.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/26/2021 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: Erika Jenssen, Deputy
Director (925) 957-5403
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes
of the Board of Supervisors on the date shown.
ATTESTED: January 26, 2021
Monica Nino, County Administrator and Clerk of the Board of Supervisors
By: , Deputy
cc: All County Departments (via CAO)
D.6
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:January 26, 2021
Contra
Costa
County
Subject:COVID-19 Update - Protecting Our Community During COVID-19
CLERK'S ADDENDUM
Debbie Toth, Choice in Aging.
ATTACHMENTS
COVID-19 Response Update
Anna M. Roth, RN, MS, MPH,
Health Director
Erika Jenssen, MPH,
Deputy Director
Dr. Chris Farnitano, MD,
Health Officer
Dr. Ori Tzvieli, MD, MPH,
Deputy Health Officer
Protecting Our Community
During COVID-19
A Year Like No Other…
January 2020…
•China reports cluster of
pneumonia cases in Wuhan
•U.S. begins screening travelers
•1st confirmed U.S. case
•CCHS assembles
response team
•Department Operations
Center opens
March
•1st local case
•Shelter in Place order
•Airline & cruise ship monitoring
•COVID-19 website & call center launched
•Shift to telehealth
•Testing sites for healthcare workers
& first responders opened
•Undocumented Populations Task Force
Feb 2020
•1st Case from Travis AFB
•Emergency operations initiated
•Began testing & contact tracing
•COVID-19 Vulnerability Index
April
•1st Surge
•Face covering order
•Community testing sites opened
•Eviction protection & rent freeze ordinance
•Public dashboards launched
•Alternative Care Sites
•Project Room Key
•Rapid Response Playbook
for at Risk Populations
May
•1st case in county detention center
•Community Engagement and
Outreach Work Group established
June
•Businesses &
outdoor dining
reopen as spread
slows
•African American
Task Force
Juneteenth Event
Aug
•New North Richmond
testing site
•State launched
Blueprint to Safer
Economy tier system
July 2020
•Surge
•State issued 1st health order closing
businesses
•Enforcement Ordinance enacted
•Latino/x Work Group
•Historically Marginalized
Communities Work Group
•Youth Ambassador Program
•$1.6M community grants
Sept
•Project Homekey
Pittsburg hotel
purchase
•Free flu shots at
testing sites
Nov
•County moves back
to most restrictive tier
as cases spike
•State Stay-at-Home
order
•West County mass
testing event
Dec
•Surge
•Bay Area implements regional
stay at home order
•Congregate Care Playbook
•Ethical & Equitable Vaccine
Allocations Committee
•Healthcare worker vaccinations begin
Jan 2021
•Surge
•Began vaccinating 75+
•Expanded eligibility to 65+
•Vaccine appointment
phone line
•Vaccine dashboard
•African American PSA
COVID-19 Testing
Contact Tracing
Hospital Surges
Vaccine Distribution
Mounting Imperatives
Phase 1A
Healthcare
workers
Long-term
care facilities
Phase 1B
Ages 65
& older
Frontline
essential
workers
Congregate
settings with
outbreak risk
Phase 1C
Ages 50 -64
Ages 16 –64
with high-risk
medical
conditions
Other
essential
workers
Phase 2
Everyone
16 years &
older not in
Phase 1
State Distribution Guidelines
as of 1/20/21
70,000+
Vaccine Doses
Given Since
December 15
A BOLD AIM
Lead with bold, ambitious and realistic aim
•Marshals existing resources, partners
•Shared goal for our community
•Flexible and responsive
Our Countywide Aim…
Vaccination Plan Priorities
CCHS MISSION
STATEMENT
Our mission is to care for and
improve the health of all
people in Contra Costa
County with special attention
to those who are most
vulnerable to health
problems.
CCHS MISSION
STATEMENT
Our mission is to care for and
improve the health of all
people in Contra Costa
County with special attention
to those who are most
vulnerable to health
problems.
•Equity
•Scale
Contra Costa County Vaccine Distribution Plan
SCALE
•Multi-County Health Systems
•Other Health Care Providers
•Doctors’ Offices
•Pharmacies
•Fire
•Special vaccination events
EQUITY
•CCRMC & Clinics & Mobile Clinics
•Community Partner Clinics
•Housing Authority
•School Districts
•Faith-based Communities
•Farm Worker communities
•Community-based Organizations
Unknowns
•Future surges
•Federal & State
guidelines
•Vaccine availability
•New vaccines
•?
Reasons for Hope
•Vaccines
•Healthcare
system
stabilization
•Strong
Partnerships
•Community
resilience
THANK YOU
RECOMMENDATION(S):
ACCEPT update on economic development and the County's Northern Waterfront Economic Development
Initiative.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
See attached reports.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/26/2021 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
Federal D. Glover, District V Supervisor
Contact: Amalia Cunningham, (925)
674-7869/Keith Freitas (925) 359-8687
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: January 26, 2021
Monica Nino, County Administrator and Clerk of the Board of
Supervisors
By: June McHuen, Deputy
cc: All County Departments (via CAO)
D.7
To:Board of Supervisors
From:John Kopchik, Director, Conservation & Development Department
Date:January 26, 2021
Contra
Costa
County
Subject:Economic Development Initiatives
ATTACHMENTS
Airport Presentation
Economic Development in Contra Costa
County
Contra Costa County
Public Works Department
Airports Division
1
Contra Costa County Airports
Economic Engine and Jobs Creator
Airport Enterprise Fund:
Airports operate without the use of County General Funds
Generate revenues for the County General Fund
•Revenues derived from diverse mix of aviation and non-aviation
businesses
•Attractive to new developing technologies
•Development ready and “OPEN FOR BUSINESS”
2
Annual Regional Economic Impact
(2017 Study)
Contra Costa County Airports
$105.93 Million Economic
Output
828 Jobs
$8 million in State and
Local revenue
$10.2 million in Federal
Tax Revenue
Buchanan Field Airport
$103.84 Million
Economic Output
808 Jobs
$7.9 million in State
and Local revenue
$10 million in Federal
Tax Revenue
Byron Airport
$2.09 Million Economic
Output
20 Jobs
$96,000 in State and
Local revenue
$200,000 in Federal Tax
Revenue
3
Revenue Change from FY 2017-18 to FY 2019-20*
(* FY includes the beginning of the pandemic)
Fiscal Year 2017-2018 Fiscal Year 2019-2020 FY 2017/18 -2019-20
Revenue Sources
Aircraft Tax $945,761 $1,195,957 26%
Unsecured & PI $615,775 $694,084 13%
Secured $143,620 $190,340 33%
Sales Tax $460,942 $722,112 57%
Transient Occupancy Tax $1,035,106 $762,682 -26%
Business License Tax $6,670 $6,334 -5%
Leases & Licenses $5,104,738 $5,456,751 7%
Total $8,312,612 $9,028,260 9%
4
Airport business activity
has resulted in an overall
9% increase in revenue
since 2017
Annual Airport Generated Revenue
Contribution to County and Others
$2,205,888
$1,075,388
$5,456,751
$290,233
Revenue Distribution FY 2019-20
(Total $9,028,260)
County Schools Airport Enterprise Fund Other5
Commercial Service @ Buchanan Field
Only 382 U.S. airports are served by commercial airlines
General Aviation (GA) provides rapid, on-demand transportation by:
Utilizing a network of more than 2,950 smaller, public-use GA airports
Bringing travelers closer to their destination than commercial airports
Only East Bay General Aviation Airport capable of attracting
commercial service carriers (FAA Part 139 Certificate)
Scheduled charter, i.e. JSX (Currently operating at Buchanan Field)
Regional carriers, i.e. Horizon Air and SkyWest
6
JSX Annual Performance Report
(2016-2019)
*2016 Statistics -April through December
Fights to Burbank and Orange County
(JSX rebranded from JetSuiteX)
*
7
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
2016*2017 2018 2019
JSX Annual Performance Report
Concession Fees Passengers
2016*2017 2018 2019
Concession Fees $ 28,065 $ 67,325 $ 83,060 $ 106,015
Passengers 11,226 26,930 33,224 42,406
Conveniently Located in the Bay Area
8
60 Miles to
San Francisco
65 Miles
to Napa
50 Miles to
San Jose
Bay Area Test Site (BATS)
Contra Costa County is proactively promoting Buchanan Field and Byron
Airport to attract Unmanned Aircraft System (UAS), aviation emerging
innovation, and technology businesses.
Contra Costa County has partnered with the University of Alaska Fairbanks
for BATS to be a part of the Pan-Pacific UAS Test Range Complex (PPUTRC)
and become an official FAA UAS test site.
Benefits of BATS include:
Close proximity to San Francisco and Silicon Valley
Two airport system; one with Class D and one with Class G airspace
9
New & Existing Aviation Technology Businesses
Upcoming Byron Airport Subtenant
Business focus is flying full scale aircraft unmanned
Currently have 100 employees
25% employee growth expected within 5 years
Volans-i Unmanned Aircraft System (UAS or Drone)
delivery applications and systems
Started at Buchanan Field in 2019 with 25 employees
Grew to 80 employees in 2020
Project to grow to 150 employees by the end of 2021
Several UAS businesses are testing at the Byron
Airport; including small drone for product
delivery, electric aircraft, unmanned air taxi, and
beyond
10
11
12
Planned Buchanan Field Development Projects
3-Acre Light Industrial Park
Fire Station #9
4.6-Acre Self Storage Facility
16-Acre Light Industrial Complex
General Aviation Terminal
3-Acre Light Industrial Business Park
13
Fire Station #9
14
Fire Station #9 –Aviation Component
15
4.6-Acre Self Storage Facility
16
16-Acre Light Industrial Project
17
ARFF, Administrative Offices, and
General Aviation Terminal at Buchanan Field
18
Planned Byron Airport Development Projects
•4.1 –Acre Urban Air Mobility Phase I
•4-Acre Urban Air Mobility Phase II
•Airport ARFF and Maintenance Building
•36-Acre Non-aviation Warehouse and Light Industrial
19
20
ARFF & Maintenance Bay
4.1-Acre Aviation Hangars-Phase 1
36 Acre Non-Aviation Development
Byron Airport Development
4-Acre Aviation Hangars-Phase 2
21
4.1-Acre Aviation Project:
Phase 1
22
4.1-Acre Aviation Project:
Phase 1
23
Added Economic Impact from Growth
of the Airports to Contra Costa County
Upcoming light industrial
development valued at $43 million.
The annual possessory interest tax to
the County General Fund & schools is
estimated at $430,000.
Development will also generate sales
tax to the County General Fund.
400 jobs will be created at start of
project
Airport Development FALCON 7X
One new Dassault Falcon 7X,
estimated value $60 million,
would generate $372,000
annually to the County General
Fund from possessory interest.
24
Thank You
25
ECONOMIC DEVELOPMENT
IN CONTRA COSTA COUNTY
Presentation to Board of Supervisors, January 26, 2021
John Kopchik, Director, and Amalia Cunningham, Assistant Deputy Director, Department of Conservation and Development
Today’s Topics
ECONOMIC
DEVELOPMENT OVERVIEW
STATE AND LOCAL TOOLS FOCUS ON NORTHERN
WATERFRONT INITIATIVE
2
Why do economic
development?
Local jurisdictions commonly use economic
development programs to:
•Retain or attract industries that contribute to
employment opportunities good fit for local
demographics
•Foster community quality of life (restaurants,
retail, “Main Street” ambiance)
•Facilitate more jobs at or above living wage to
help meet policy goal of reversing jobs-housing
imbalance
•Support other public services through increased
tax-generating activity
3
Graphic courtesy
of the California
Association for
Local Economic
Development
(CALED)
4
Employment is a Key Indicator in CCC
•Total of about 375,000 jobs (2019)
•Largest employment sectors: Education, health
care, professional services, and government
•About 51% of Contra Costa jobs are held by
residents; this share is dropping over time as
more residents commute out
•About 57% of employed residents work in the
county
•More than half of employed residents commute
more than a half-hour to work
5
6
Available Tools
Statewide (post-redevelopment)
◦EIFD (new financing program for locals –aka “redevelopment-lite”)
◦Some housing grant programs have an ancillary economic development
benefit (Infill Infrastructure Grant, etc.)
◦State financing programs of general interest, varying from very
competitive to hard to access (loan guarantees, CA Competes, etc.)
◦State tax credits for certain types of hiring, equipment purchases
◦State programs for energy efficient or greenhouse gas reducing
innovations, companies, etc.
◦Local taxes or fees may be imposed in accordance with state law, such as
Business Improvement Districts or Tourism Business Improvement
Districts, dedicated to business support
Contra Costa County’s unique assets
◦County-owned land –Successor Agency, airports, other public real
estate
◦Occasional special opportunities such as annexation tax sharing
agreements, community benefit agreements. Not retail-dependent.
◦Many departments play a role in economic development goals, incl.
CAO, EHSD/Workforce Development Board, Treasurer-Tax Collector,
Public Works, DCD
◦Strong homegrown collaborative partners, incl. but not limited to East
Bay Leadership Council/Contra Costa Economic Partnership, City
chambers and visitors bureaus, community college district
◦Tradition of cities and counties working closely on common
development goals
◦Northern Waterfront Economic Development Initiative…
7
NORTHERN WATERFRONT ECONOMIC
DEVELOPMENT INITIATIVE TM
Seven cities and the County coming together, 2013 through today
8
9
10
Partnership in Action
◦60 mile corridor between Highway 4 and the Delta, from
Hercules to Brentwood
◦All seven cities on Hwy 4 are partners via joint MOU based on
goals in Strategic Action Plan
◦Long-term collaborative of partners working to retain and expand
jobs in the region and address the jobs-housing imbalance –use
counter-commute capacity
◦County has been primary funder and staffer for Initiative, with
mainly General Fund annual support
◦Planning documents based on industry clusters –strategies
include incubators, marketing, workforce connections and much
more –partners select from “menu” to work on projects jointly
◦Convene Q1-2021 with city partners to determine new priority
projects given new realities
◦Adjust strategies to reflect current economic opportunities
11
Examples of Wins by Northern Waterfront
Initiative Partners
•Vortex Marine move to Antioch; Bombardier move to Pittsburg
•FutureBuild $200,000 EPA training grant in Pittsburg;
additional EPA cleanup grants
•Electrical vehicle readiness workforce training grant
•EDA grant for short-line rail feasibility study in Antioch-CCC-
Oakley
•Northern Waterfront’s Conceptual Framework report by
Emerald HPC led to non-profit job/life skills organizations
seeking space in East County to start operations
•Four areas designated as Priority Production Areas by ABAG-
MTC in pilot program
•Strategic Action Plan received award from California Planning
Association for economic development planning
•2019 Forum brought together stakeholders from the entire
corridor
A full house of stakeholders attended the May 2019 Northern Waterfront forum
at the Antioch Community Center. Photo credit: David Fraser
12
Looking Ahead:
Economic Development Considerations
◦Pandemic short-term impact on business mix and resident employee mix in the county and the Bay
Area
◦6.8% unemployment in Nov. 2020 (up from 3.1% in Feb. 2020 but down from 13% over the summer)
◦Pandemic long-term impact on remote work options –potential to decentralize traditional
employment centers like “Silicon Valley”
◦Competing pressures to use public land for affordable housing from both regional and state levels
◦Ongoing pandemic affecting business conditions locally and nationally –changes still unfolding,
including evaluating temporary relief programs like Workforce’s business hotline and CDBG
microenterprise assistance
13
Looking Ahead:
Economic Development Considerations
◦Even pre-COVID, retail evolution underway –more experiences, more last-
mile/delivery options, more online shopping
◦Major transitions at two of the largest employers in unincorporated CCC related to
the petroleum industry’s global transition, in addition to employment reductions at
many of the largest private employers countywide in retail and hospitality
◦Opportunities at County’s airports to grow emerging industries
◦Staffing up -Economic Development Manager position open now, tent. start date 4/1
14
BOARD MEMBER
DISCUSSION
Thank you!